What makes an effective executive?
The measure of the executive, Peter F. Drucker reminds us, is the ability to “get the right things done.” This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-making
Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.
Effectiveness – doing the right things “The Effective Executive” (1966) was the first book to define who an executive is and to explain the practices of effective executives. Today there are several in this genre. But this book was the first, as is the case with many of Drucker’s masterpieces.Drucker starts the book by stating that this book is about managing oneself and that executives who do not manage themselves cannot possibly expect to manage other people.Efficiency vs. Effectiveness:…
More than 30 years old, but very true Although Drucker wrote EFFECTIVE EXECUTIVE more than 30 years ago, the principles of decision making are still relevant today, if not more so. The effective executive. . .
Straight Talk About Increasing Your Executive Effectiveness Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.