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 s ...more
Effectiveness is a habit and habits can be learned through practice, lots of it. According to Drucker there are five habits that, once acquir ...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. Continuall ...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 indv ...more
There are two main thoughts which might dissuade you from reading this. I don’t want you to miss out, so I’d 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 organizati ...more
Book Review for Goodreads.
Originally published 1967. Edition read was Harper Business, 1993.
I’m 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. Drucker’s 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 convers ...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 bre ...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 favor ...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
- whi ...more
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 i ...more
Ask yourself why you are on the payroll and work to make that purpose realized
making strengths productive; don't eliminate weakness when you can bolster and utilize strength. don't focus on problems when there are opportunities to chase.
there are rules for generic problems and innovation for new pro ...more
My biggest issue was the constant reference to men, man, him, his, etc. when referring to executives, managers, and just about any ...more
Certainly a book I will reread.
I didn't get far into the story and maybe I misinterpreted the methods.... will try again at another time.
It was written in the 1960s, and it hasn’t been updated. I understand it’s dated because it hasn’t been updated in about 50 years, but I still had trouble with it. It’s written in a very stodgy voice. It was hard for me to look past the style and absorb the substance.
- Focus on strengths (our own and the ones around us) as oppose to weaknesses
- Do one thing at a time (people who tries to do a bit of everything doesn't get anything done)
- Don't focus on problems, take everything as an opportunity
- Don't try to find "a man" to do the job, ask "what job needs to be done" instead
- We should m ...more
Good questions are mirrors to help you see your true self.
The best part of this book are those questions hidden in long par ...more