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

by Peter F. Drucker

When he had simmered down, one of his aides asked respectfully, “Why don’t you relieve him of his command?” Lee, it is said, turned around in complete amazement, looked at the aide, and said, “What an absurd question—he performs.” Effective executives know that their subordinates are paid to perform and not to please their superiors. They know that it does not matter how many tantrums a prima donna throws as long as she brings in the customers. The opera manager is paid after all for putting up with the prima donna’s tantrums if that is her way to achieve excellence in performance. It does not matter whether a first-rate teacher or a brilliant scholar is pleasant to the dean or amiable in the faculty meeting. The dean is paid for enabling the first-rate teacher or the first-rate scholar to do his work effectively—and if this involves unpleasantness in the administrative routine, it is still cheap at the price. Effective executives never ask “How does he get along with me?” Their question is “What does he contribute?” Their question is never “What can a man not do?” Their question is always “What can he do uncommonly well?” In staffing they look for excellence in one major area, and not for performance that gets by all around.