Lesson from the Salon

I have often spoken about the parallels between software implementation consultants and salon owners. For example, both revenue models have about 50 percent coming from the sale of product (including renewals for software) and about 50 percent coming from service provided.

This morning, this “Suggested post” was in my Facebook stream:


Notice that it mentions that Julie is salon owner, but what is to stop individual stylists from creating their own App. This way if they leave the salon of their current employ, their clientele can easily track them down and bypass what I understand from my wife and other female colleagues as “the hunt” that takes place when this occurs now.

Of course, the jump to software implementation consulting is easy to see. Individual consultants can set up Apps and away they go.

This enforces the great idea from Peter Drucker that, “In a knowledge society, the most probable assumption for an organization to make is that they need the knowledge workers far more than the knowledge workers need them.”

What are you doing to make you organization a place where knowledge worker thrive and get their knowledge dividend?

Peter Drucker and Time Sheets

Recently, I have been plagued by people who claim Peter Drucker said, “If you can’t measure it, you can’t manage it.”

First, let me say that I cannot find this as a direct quote of Drucker’s other than continuous and unsubstantiated citations in many articles, blog posts, and PowerPoint presentations all over the Internet. If anyone has the direct knowledge of the book or published article wherein Drucker says these exact words, please let me know. Until such time, please do not attribute this quote to Drucker.

Second, in my research looking for this quote, I found the following:

Reports and procedures should be the tool of the man who fills them out. They must never themselves become the measure of his performance. A man must never be judged by the quality of the production forms he fills out – unless he be the clerk in change of these forms. He must always be judged by his production performance. And the only way to make sure of this it by have him fill out no forms, make no reports, expect those he need himself to achieve performance. – Peter Ferdinand Drucker, The Practice of Management, 1954, page 135.

All emphasis mine.

Does anyone now want to say that Peter Drucker would be in favor of submitted time sheets to measure productivity? I rest my case.