The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.
Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.
Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.
We also need to be systems thinkers, getting to the core of the issue first. If we are weak on new products, we need to work on the new product development process before fine-tuning our marketing. If we reverse the order of these activities, our results will be far less.
Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.
I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.
Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.
You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.
If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.
I liked this book a lot, how's that for intellectual. It reads well, I was entertained and I learned a lot more then I expected, which is good for I planned on learning a lot about becoming an effective executive. But history lessons, hey, this is a bonus.
Mr. Drucker uses, as have other leadership teachers, many important history lessons of this century to illustrate his effective executive points. He includes life adventures of Gen. Marshall, Presidents Roosevelt and Kennedy, even Bach, Mozart, Verdi and Haydn to illustrate points. One of my favorite comments is from Chapter 5 (First Things First), "Executives can hardly assume that they are 'executive Mozarts'". No more hints, you'll understand when you read the book. The chapter addressing "The Elements of Decision Making" is the best of the book, although the others are not far behind.
If you are in the market for a book on executive leadership, you better put this close to the top of your short reading list. If you are searching for an insightful look at some 20th Century history, then this is a good stop for the political scientist. Whatever your reason, buy and read this book, and see how it helps you become a more decisive and better leader, oops, "Executive".
Effectiveness is not just about intelligence, imagination and knowledge, it is about getting results. And the author believes that "effectiveness can be learned - and it also has to be learned." In Chapter 1 - Effectiveness Can Be Learned, Drucker discusses the five habits of the mind that have to be acquired to be an effective executive: 1. Know thy time; 2. Outward contribution, or what can I contribute?; 3. Making strength productive; 4. First things first; and 5. Effective decision-making. Each of these elements of executive effectiveness are covered in Chapters 2-to-5.
Chapter 6 - The Elements of Decision-Making, which is quite a long chapter is the start of the second part of the book. "Effective executives do not make a great many decisions. They concentrate on the important ones. They try to think through what is strategic and generic, rather than 'solve problems'. So what are the elements of the decision process? 1. "Is this a generic situation or an exception?" Most problems are really generic.; 2. What the decision to accomplish?; 3. What is right, rather than what is acceptable?; 4. Converting the decision into action.; and 5. Feedback has to be built into the decision. This sounds simple, but is rather difficult in practice. But what about the decision itself? "A decision is a judgment. It is a choice between alternatives." And this is the subject of Chapter 7 - Effective Decisions. Contrary to common knowledge one does not start with facts, but one starts with opinions. And the right decision ultimately grows out of the clash and conflict of divergent opinions and out of consideration of competing alternatives. Finally, Drucker concludes with the conclusion that effectiveness MUST be learned. He bases his assumption on the fact that the executive's job is to be effective and that effectiveness can be learned and that effectiveness will/has become more important for the knowledge worker.
As usual, another great book by Peter Drucker. Although the book was originally published in 1966, it still strikes home the simple basic of effectiveness. This book is not only for business executives, but for all people wanting to become effective and in any field required. The author makes use of great examples from the greatest thinkers in time. I recommend this book to readers who did like Larry Bossidy's 'Execution: The Discipline of Getting Things Done' and Stephen Covey's 'Seven Habits of Highly Effective People'. Just one comment: Although Drucker makes it sound easy, it requires a lot of hard work and discipline. The author uses simple business US-English.