The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
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...more
Now, after 14 years of running a company and 8 years of trying to create a leadership engine to run a company, I believe that the 21st century practices for effectiveness in order of ...more
Effectiveness is a habit and habits can be learned through practice, lots of it. According to Drucker there are five habits that, once ...more
1. Know where your time goes; relentlessly prune unproductive activities.
2. Know the contribution you're expected to make - to others' contributions and to the organization.
3. Make your strengths productive and hone them; focus on the absence of weakness leads to mediocrity.
4. There are always more opportunities available than time to pursue them prioritize and focus on the truly impactful.
5. Continually ...more
- take a time inventory & eliminate "need not be done", "could be done by others", and "wasting other's time".
- prune time wasters
- lack of systems --> crisis
- overstaffing --> unnecessary coordination
- malorganization --> excessive mtgs
- malfunction in information
- consolidate discretionary time into meaningful chunks to facilitate effectiveness (eg 1.5 hr)
What can I contribute?
- in terms of EXTERNAL results
- aim high
Making strengths productive
- focus on ...more
The people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happensthe unexpected is indeed the only thing one can confidently expect.
If there is any one 'secret' of effectiveness, it is concentration. Effective executives do first things ...more
There are two main thoughts which might dissuade you from reading this. I dont want you to miss out, so Id like to address both:
Effective Executive? This sounds like it's only for people who wear suits and spend their days in board meetings..."
The author defines executive broadly as someone who "is responsible for a contribution that materially affects the capacity of the organization ...more
But it is a classic, full of insights.
It was written decades ago, but the advice is timeless.
Great resource and food for thought for all the "knowledge workers" out there - which means most of us.
Great books are not always fun. But they can be transformative. And that is the whole point. 5/5.
Book Review for Goodreads.
Originally published 1967. Edition read was Harper Business, 1993.
Im too young to have been part of the Drucker Generation. I had always heard him talked of and quoted among the staid and dusty corners of mainstream business, but I never thought to reach back and read him. Druckers words and ideas were the Esperanto of an emerging class in the business world of post WWII. He was part and parcel of important board room ...more
Kicking off the Personal Effectiveness portion of the Personal MBA curriculum is the purveyor of modern management, Peter Drucker. Notice the subtitle to this book before you read. It says "getting right things done" where you might have misread it as "getting things done right". Drucker takes decades of consulting experience with numerous famous and infamous companies and in its fifth edition, he ...more
The book starts off by saying that effectiveness" can be learned as a habit (a collection of practices) ...more
Although this book could have been condensed & the examples are dated, it , inter alia, serves as a stark reminder for us to contemplate upon how our time gets ...more
1. First, manage thyself.
2. Do what youre made for.
3. Work how you work best (and let others do the same).
4. Count your time, and make it count.
5. Prepare better meetings.
6. Dont make a hundred decisions when one will do.
7. Find your ...more
Alas, there are two problems with the book that stop me from full-heartedly recommending this book:
* It's dated, and it shows. There's a lot of repetition and flowery language.
* I've already read "The Effective Engineer" (one of my ...more
This is a good book for probably every single knowledge worker. Even if I really liked, it has its ups and downs.
The best parts describes the time management, somewhat aligned with deep work and the elements of decision making. The latter strongly reminded me of Principles: Life and Work (I know who wrote what first ;-) ) and the lack of hard decision when your principles are set right.
On the other hand, Making Strength Productive and doing First Things First were a ...more
Some basic truths that a manager betters asks himself/herself time-to-time:
- Does my time tend to belong to everybody else?
- Does the flow of events determines what am I doing as a manager - or am I leading my own time?
- Am I focusing on the inside of my ...more
Another bias for me is that I've read this at the time of major career shift and moving into full-time management.
- measure and analyze your time as a manager
- plan for constant change and adaptability, rather than immediate greatness
- dedicate yourself to 1 main task per day
- re-evaluate your next priorities during the day (e.g. I started planning for max 2 tasks ahead)
- focus on colaboration
The book doesn't even give many insights into the tricks and tools that these great minds applied, instead the author just presents his conclusions as fact and dogma.
I have little doubt that the facts make sense, though, so I think this book is pretty good.
However, the core message of this book could be summed up in just one or two pages (and basically ...more