the effective executive.pptVIP

The Effective Executive Peter F. Drucker 1966 Effectiveness Executive must manage themselves for effectiveness if they expect others to follow Intelligence, hard work and knowledge are not enough, others must use our output (results) Effectiveness often goes opposite the flow of events Effective results always external impact Survival of the organization depends on producing the maximum contribution with the minimum of effort Focus on maximum contribution imposes relevance on events. To focus on contribution is to focus on effectiveness It Can Be Learned Don’t do things right, do the right things Effectiveness converts intelligence, imagination and knowledge into results can’t be measured by traditional metrics works from changes in trends not from events others must make use of what we contribute Efficiency (manual work) do things right Not applicable to knowledge work There are no results within an organization Organizations are measured by their contribution to outside world Need for resources grows with the cube of the size 5 Practices 1) Know where time goes 2) Focus on results, not effort 3) Build on strengths (Grant) 4) Do what counts (Priorities) 5) Make effective decisions (page 24) Judgement based on “dissenting opinions” Focus on a few right strategies Minimize razzle-dazzle tactics Time Record it Manage it Consolidate it This is the ultimate finite limiting factor Memory is not an accurate way to record time It takes a long time to make people decisions (1 year) Time in long continuous uninterrupted units is needed to decide who to group for problems (1st Year) The more physical work you want to eliminate the more mental work you must do Recurrent crisis is laziness Don’t overstaff Don’t have too many meetings Results I must make a significant contribute to the positive external results of my organization. What is the unused potential in my job? I must produce knowledge, ideas, information and concepts. The must make my specialty useful. I must ta