遵守時(shí)間

????我閱讀過彼得?德魯克撰寫的每一本著作。1970年，我去賓夕法尼亞州塔羅斯洛克女童軍理事會出任CEO的第一天，就在胳膊肘下夾了6本德魯克的《卓有成效的管理者》（The Effective Executive），打算給每位員工派發(fā)一本。1981年，我以美國女童軍CEO的身份趕赴紐約州的大學(xué)俱樂部（University Club）聆聽德魯克的演講。我知道，在那種鬧哄哄的場合，我是沒有法子跟他搭上話的。我在賓夕法尼亞州約翰斯敦長大，因此我懂得，說好五點(diǎn)半就是五點(diǎn)半。但我趕到那里時(shí)，大廳里除了兩位侍者以外，空無一人。我一轉(zhuǎn)身，發(fā)現(xiàn)有個(gè)人站在我后面。他說：“我是彼得?德魯克”。我當(dāng)時(shí)驚呆了，甚至忘了應(yīng)有的禮儀。我沒有問候他一句，就開始滔滔不絕地說道：“您知道您對女童軍團(tuán)有多重要嗎？如果您去全美335個(gè)女童軍理事會中的任何一家，您都會看到您的全部著作——您將看到您的哲學(xué)在實(shí)際中的鮮活應(yīng)用。”他說“給我說說看，它有效果嗎？”我說：“它簡直太奇妙了，我一直在嘗試著鼓足勇氣，去加州克萊蒙特找您，坐下來跟您好好聊上一小時(shí)呢。”他說：“我們兩人何必為這個(gè)奔波呢？”他告訴我他哪一天會去紐約市。自那以后，他慷慨地騰出時(shí)間，為女童軍團(tuán)當(dāng)起了顧問，成為了我們最最親愛的朋友。可以說他收養(yǎng)了我們。

不要看輕自己

????德魯克來我們的董事會演講時(shí)，我?guī)砹嗣绹娍偛康娜w董事和100位工作人員。他對我們說：“你們不要看輕自己。你們還沒有意識到你們工作的重大意義，因?yàn)槲覀兩畹倪@個(gè)社會一直假裝著關(guān)愛它的孩子，但其實(shí)并不關(guān)心。只需一小會，你們就給予了一個(gè)小女孩真正成為一個(gè)女孩的機(jī)會。這個(gè)社會迫使小孩成長得太快了。”在那一刻，我們都意識到我們所從事的社會工作跟商業(yè)或政府工作同樣重要；我們絕不是這個(gè)社會的二等公民。

放眼未來

????1990年，我離開女童軍團(tuán)，當(dāng)時(shí)它已經(jīng)成長為世界上最大的女孩和婦女組織。6周后，我出任德魯克基金會CEO一職，當(dāng)時(shí)既沒資金，也沒員工，只有一個(gè)強(qiáng)大的愿景。彼得鼓勵我們把關(guān)注的焦點(diǎn)放在變革上，而這些變革將決定我們所有人能否成為未來的一份子。

????譯者：任文科

Be on time

????I had read everything Peter Drucker ever wrote. In 1970, on my first day as CEO of the Talus Rock, Pa., Girl Scout council, I showed up with six copies of Drucker's The Effective Executive under my arm -- one for each staff member. In 1981, as CEO, I went to the University Club in New York City to hear Peter speak, knowing I would never get to talk to him in that mob. Growing up in Johnstown, Pa., 5:30 means 5:30. I was alone with two bartenders, and I turned around and there was a man standing behind me. And he said, "I am Peter Drucker." And I was just stunned -- I forgot my manners. Instead of saying, "How do you do?" I said, "Do you realize how important you are to the Girl Scouts? If you go to any one of our 335 Girl Scout councils around this country, you will see all of your books -- you will see your philosophy alive." And he said, "Tell me, does it work?" I said, "It works so wonderfully that I've been trying to get up enough courage to come to Claremont, Calif., and sit down with you for an hour." He said, "Why should both of us travel?" He gave me a date when he would be in New York. After that, he generously gave his time as an adviser and dear friend to the Girl Scouts. He adopted us.

See yourself "life-size"

????When Drucker came to speak at our board meeting, I brought the entire national board and 100 national staff members. He told them, "You do not see yourselves life-size. You do not appreciate the significance of the work you do, for we live in a society that pretends to care about its children, and it does not. And for a little while you give a little girl a chance to be a girl in a society that forces her to grow up all too soon." What we all realized at that moment was that the work we did in the social sector was as important as business or government; we were not simply junior members of a society.

Look to the future

????When I left the Girl Scouts in 1990, it was the largest organization for girls and women in the world. Six weeks later I found myself CEO [of the Drucker Foundation], with no money, no staff, and just a powerful vision. Peter encouraged us to focus on the type of change that will determine whether or not we are, all of us, a part of the future.