The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)

by Peter F. Drucker

university or in the army, the executive is, first of all, expected

“What contribution from me do you require to make your contribution to the organization? When do you need this, how do you need it, and in what form?”

“What are the contributions for which this organization and I, your superior, should hold you accountable? What should we expect of you? What is the best utilization of your knowledge and your ability?”

Knowledge workers must be professionals in their attitude toward their own field of knowledge.

They must consider themselves responsible for their own competence and for the standards of their work.

they will see themselves as “belonging” to a functional...

The man who asks of himself, “What is the most important contribution I can make to the performance of this organization?” asks in effect, “What self-development do I need? What knowledge and skill do I have to acquire to make the contribution I should be making? What strengths do I have to put to work? What standards do I have to set myself?”

“Why are we having this meeting? Do we want a decision, do we want to inform, or do we want to make clear to ourselves what we should be doing?”

a. “What has he [or she] done well?” b. “What, therefore, is he likely to be able to do well?” c. “What does he have to learn or to acquire to be able to get the full benefit from his strength?” d. “If I had a son or daughter, would I be willing to have him or her work under this person?” i. “If yes, why?” ii. “If no, why?”

Aim high, aim for something that will make a difference, rather than for something that is “safe” and easy to do.

Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it?