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

by Peter F. Drucker

Once the subordinate has thought through what contribution should be expected of him, the superior has, of course, both the right and the responsibility to judge the validity of the proposed contribution. ■ According to all our experience, the objectives set by subordinates for themselves are almost never what the superior thought they should be. The subordinates or juniors, in other words, do see reality quite differently. And the more capable they are, the more willing to take responsibility, the more will their perception of reality and of its objective opportunities and needs differ from the view of their superior or of the organization. But any discrepancy between their conclusions and what their superior expected will stand out strongly. Who is right in such a difference is not as a rule important. For effective communication in meaningful terms has already been established.