Leadership lessons from the three stone cutters
Culled from Peter Drucker’s Practice of Management
Today I am going to be analyzing a story I found in one of Peter Drucker’s books. It is the story of three stonecutters who were asked what they were doing. Here were their responses:
1st: I am earning a living.
2nd: I am the best stone cutter in the county.
3rd: I am building a cathedral.
Almost all employees and perhaps employers fall into these three categories. Which are you? Or better still if I asked you to choose a team of 10, how many №1, 2 or 3 would you choose? Don’t be so fast. Let us analyze them further to see if your choice is wise.
No 1: The Pragmatist
– Impassionate about his work.
– However, knows his onions.
– He is not attached to or loyal to his organization or trade.
–Content to stay as long as he is duly compensated.
– Always meets his targets but rarely exceeds them if there are no incentives.
–Has a life outside work so has a moderate relationship with co-workers at least one that allows work to flows seamlessly.
Summary:
Skill: Above average
Drive/Motivation: Above average
Interpersonal relationship: Above average
Synthesis*: Not his business.
*Synthesis refers to the ability to see the big picture (or connect the dots) that is to connect what one is doing with the final results like the third stonecutter knowing he is building a cathedral.
No 2: The Specialist
-Driven and passionate about his work or business.
-In fact, he is a workaholic who has little life outside work.
-Most times you cannot differentiate who they are from what they do.
-Very attached to his organization.
-In terms of skill, he is a specialist and very detailed.
-Always exceeds targets and expectations with or without incentives.
Summary:
Skill: Exceptional
Drive/Motivation: Usually high initially but eventually depends on recognition.
Interpersonal relationship: Variable
Synthesis or ability to connect dots or see the big picture: Variable.
No 3: The Visionary
-Balanced approach to work.
-Knows just enough about his work to be recruited or pass the promotional interview.
-Meets expectations most times.
-Relates excellently with co-workers but better outside work.
Summary:
Skill: Average
Drive/motivation: Average
Interpersonal relationship: Exceptional
Synthesis: Exceptional
So before I ask you to rate some world and local leaders or to form your fantasy team, permit to add the following:
Firstly, just like me, I am sure you fell for the visionary. Everyone loves a visionary person but every successful enterprise needs more №2’s and №1’s than №3’s. Here is why. Seeing the vision sets the direction and is right. Because if you are headed in the wrong direction more speed won’t get you right. What you need is to change course and even a trudge towards your goal would be better than speeding in the wrong direction. However, direction alone does not get the job done — sweating does. Otherwise, ships would be all compasses and nothing else. In our context, you need men who would stay awake if required to ensure the job is done. Only №2’s can guarantee this. Nevertheless, №1’s (your regular 9–5 workers) ensure consistency.
Secondly, Nigeria in my opinion is full of pseudo №3’s. Average skills, exceptional relationship but unable to synthesize. I will give two examples to buttress my point. One, anyone who steals from an organization where he works lacks the capacity to see the big picture that he is gradually weakening an organization he relies on. Two, many successful business owners I know cannot manage a №2. They are threatened by their drive or achievements. So most often fail to duly reward them or recognize their contributions. This is unnecessary. If you are a sensible business owner, you should never compete with your employees for the plaudits. Let them have all the plaudits, but be content with your foresight to have put a successful team together in the first place- in order words, your ability to see the bigger picture. Doing the former is just like God being threatened by human advancement in technology. Never! God can never be threatened by our technological advancement because He put together the team and provided the resources to make it possible.
Fourthly, there is essentially nothing wrong with a №2. Provided they are well motivated and never allowed to assume any leadership position. This is because they often become tyrants, expecting everyone to conform to their out of the world work ethics and lofty standards. However, they make excellent assistants or 2ics. I am assuming you know that a №1 would not naturally become a leader except there are incentives for doing so. Guess what? Our political arena in Nigeria is filled with №1’s (people who were persuaded to become leaders and eventually did it for what they would get out of it) and pseudo №3’s people who have all the qualities of a visionary but cannot see the big picture. A №2 or 3 need no persuasion. They see the need. They get uncomfortable and act even when not leaders. However, a №3 has the ability to bring others into the vision.
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