The Effective Executive: The Definitive Guide to Getting the Right Things Done

The Effective Executive: The Definitive Guide to Getting the Right Things Done[Reading] ➶ The Effective Executive: The Definitive Guide to Getting the Right Things Done Author Peter F. Drucker – Jobs-in-kingston.co.uk What makes an effective executive The measure of the executive, Peter F Drucker reminds us, is the ability to get the right things done This usually involves doing what other people have overlooked as Executive: The ePUB ´ What makes an effective executive The measure of the executive, Peter F Drucker reminds us, is the ability to get the right things done This usually involves doing what other people have overlooked as well as avoiding what is unproductive Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into resultsDrucker identifies five practices essential to business effectiveness that can, and must, be learned Managing time The Effective PDF/EPUB or Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision makingRanging widely through the annals of business and government, Peter F Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. I used to be a large reader of Jack Welch practices at GE, until I read that he looked to Drucker I ve been reading Drucker and re reading Drucker ever since He is the master at learning how to be effective and from him, I learned how to filter what are the best effectiveness 21st century leadership practices Now, after 14 years of running a company and 8 years of trying to create a leadership engine to run a company, I believe that the 21st century practices for effectiveness in order of s I used to be a large reader of Jack Welch practices at GE, until I read that he looked to Drucker I ve been reading Drucker and re reading Drucker ever since He is the master at learning how to be effective and from him, I learned how to filter what are the best effectiveness 21st century leadership practices Now, after 14 years of running a company and 8 years of trying to create a leadership engine to run a company, I believe that the 21st century practices for effectiveness in order of sequence 1 Self love taking care of oneself daily for me, taught by Richard Bach, M Scott Peck, Gay Hendrix, others 2 Life vision parents life history, Richard Bach, Tao Te Ching, Tao of Mentoring 3 Being resonant Using a ratio of 7 PEA to 1 NEA For me, taught by Resonant Leader and developing a self care agenda 4 Using Appreciative Inquiry style to help others get in touch with when they felt their highest, when I feel my highest5 Facilitative communication style Roger Schwarz, other facilitator techniques I am still in process on learning on all these dimensions As AA says, and M.Scott Peck quotes I m not okay, you re not okay and that s okay Learning to forgive one s self and others and accept the mystery of life is a life long leadership and life journey Stop reading boring blogs and books about productivity and go straight to the source of many of these ideas Then, stop thinking about being productive and go do something. No one in a managerial role should be allowed to manage others without having read at least one book from Peter Drucker Drucker is widely acclaimed as The Father of Modern Management and published 39 books in a lifetame that spanned 95 years The Effective Executive was published in 1967 and this book is as good a starting point as any for the uninitiated.Effectiveness is a habit and habits can be learned through practice, lots of it According to Drucker there are five habits that, once acquir No one in a managerial role should be allowed to manage others without having read at least one book from Peter Drucker Drucker is widely acclaimed as The Father of Modern Management and published 39 books in a lifetame that spanned 95 years The Effective Executive was published in 1967 and this book is as good a starting point as any for the uninitiated.Effectiveness is a habit and habits can be learned through practice, lots of it According to Drucker there are five habits that, once acquired, determine the effectiveness of an executive If you want to be effective in your work and in your life practice these five habits 1 Know where your time goes.2 Focus on outward contribution.3 Build on strengths.4 Concentrate on the few major areas where superior performance will produce outstanding results.5 Make effective decisions.The book provides detail and substance to these five habits of executive effectiveness The examples are a time capsule from the Mad Men era drawing on events from the Kennedy and Johnson administrations Don t let these dated examples lull you into thinking that times have changed While they certainly have, the practices that lead to executive effectiveness have stood the test of time I m pretty sure that if we d ever met in real life I d have punched Peter Drucker in the face.You can buy the book here I m pretty sure that if we d ever met in real life I d have punched Peter Drucker in the face.You can buy the book here Adding this book to my list of must reads for anyone working in corporate America In brief 1 Know where your time goes relentlessly prune unproductive activities.2 Know the contribution you re expected to make to others contributions and to the organization.3 Make your strengths productive and hone them focus on the absence of weakness leads to mediocrity.4 There are alwaysopportunities available than time to pursue them prioritize and focus on the truly impactful.5 Continuall Adding this book to my list of must reads for anyone working in corporate America In brief 1 Know where your time goes relentlessly prune unproductive activities.2 Know the contribution you re expected to make to others contributions and to the organization.3 Make your strengths productive and hone them focus on the absence of weakness leads to mediocrity.4 There are alwaysopportunities available than time to pursue them prioritize and focus on the truly impactful.5 Continually shed unproductive programs and processes by asking, If we didn t already do this, would we go into it now 6 Most events are generic and should be handled by rules, policies, and procedures solutions to truly unique events should be formed on the highest conceptual level possible Know Thy Time take a time inventory eliminate need not be done , could be done by others , and wasting other s time prune time wasters lack of systems crisis overstaffing unnecessary coordination malorganization excessive mtgs malfunction in information consolidate discretionary time into meaningful chunks to facilitate effectiveness eg 1.5 hr What can I contribute in terms of EXTERNAL results aim highMaking strengths productive focus on indvidual STR Know Thy Time take a time inventory eliminate need not be done , could be done by others , and wasting other s time prune time wasters lack of systems crisis overstaffing unnecessary coordination malorganization excessive mtgs malfunction in information consolidate discretionary time into meaningful chunks to facilitate effectiveness eg 1.5 hr What can I contribute in terms of EXTERNAL results aim highMaking strengths productive focus on indvidual STRENGTHS and the strengths of others, not trying to improve on weaknessesFirst things first focus on single BHAGs at a time slough off yesterday sunk cost, don t just do things to finish them if ineffective to do AND to don t listsDecision making establish generic problem set boundary conditions determine what is RIGHT, not what is acceptable build in action to carry out decision DIRECT feedback go see to test validity effectiveness of decision once enactedEffective decisions not effective without disagreement must define a measure of effectiveness before enacting do nothing is an option I find Drucker to be really repetitive There were quite a few sentences that didn t really add anything, and should have been taken out. A fantastic resource Seminaries often do a phenomenal job of equipping people to be experts in the Word Where most are weak is training church leaders to be time managers, meeting facilitators, action planners, decision makers, and priority setters These are all the products of general wisdom and stuff that can be learned from a wide variety of secular sources see Proverbs Peter Drucker s classic has literally changed the way I think about scheduling my time, choosing priorities, and t A fantastic resource Seminaries often do a phenomenal job of equipping people to be experts in the Word Where most are weak is training church leaders to be time managers, meeting facilitators, action planners, decision makers, and priority setters These are all the products of general wisdom and stuff that can be learned from a wide variety of secular sources see Proverbs Peter Drucker s classic has literally changed the way I think about scheduling my time, choosing priorities, and thinking about leadership The Church is a dynamic organism, but it s also a structured organization in which the NT gives general guidance, but not many specific, detailed instruction e.g we know we re supposed to have elders deacons, but the NT offers no advice on how to run a session or consistory meeting Drucker s main point is that effectiveness can must be learned in leadership, it s not a natural trait For Drucker after years of watching and studying executives effectiveness consists in chiefly five practices Effective executives 1 know where their time goes and they work to manage it 2 focus on the results expected of them, over the work they put in 3 build on their own strengths and those of their superiors, subordinates, and the organization 4 set priorities and do firsts things first 5 make effective decisions that begin with opinions and organized disagreement rather than facts Outstanding book Every pastor should read at least once Don t tell me that you had a wonderful time reading this book, tell me what you are going to do differently on Monday The higher up the organization, the less time he has under his own control senior executives rarely havethan quarter of their time under their control , so you have to take control of your time Understand what are the things that waste your time without contributing to effectiveness Ask your subordinates how you are preventing them from doing their work effectively.Th Don t tell me that you had a wonderful time reading this book, tell me what you are going to do differently on Monday The higher up the organization, the less time he has under his own control senior executives rarely havethan quarter of their time under their control , so you have to take control of your time Understand what are the things that waste your time without contributing to effectiveness Ask your subordinates how you are preventing them from doing their work effectively.The first version of the book was written in 1965, but majority of the assumptions are still valid on 21th century like the perception that computers will take over decision making VS actually expecting serious mental effort from people because one cannot compete with computer on standard computation 1 Know where your time goes relentlessly prune unproductive activities.2 Know the contribution you re expected to make to others contributions and to the organization.3 Make your strengths productive and hone them focus on the absence of weakness leads to mediocrity.4 There are alwaysopportunities available than time to pursue them prioritize and focus on the truly impactful.5 Continually shed unproductive programs and processes by asking, If we didn t already do this, would we go into it now 6 Most events are generic and should be handled by rules, policies, and procedures solutions to truly unique events should be formed on the highest conceptual level possible Decisions without disagreement are not effective Doing nothing might be a good option Warren Buffet 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 The first and the last of these are too often overlooked with dire results Working on the right things is what makes knowledge work effective If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away operating He may be an excellent man But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events A well managed factory is boring Nothing exciting happens in it because the crises have been anticipated and have been converted into routine The first rule in decision making is that one does not make a decision unless there is disagreement The danger is that executives will become contemptuous of information and stimulus that cannot be reduced to computer logic and computer language Executives may become blind to everything that is perception i.e., event rather than fact i.e., after the event The tremendous amount of computer information may thus shut out access to reality The executive s time tends to belong to everybody else If one attempted to define an executive operationally that is, through his activities one would have to define him as a captive of the organization Everybody can move in on his time, and everybody does There seems to be very little any one executive can do about it He cannot, as a rule, like the physician, stick his head out the door and say to the nurse, I won t see anybody for the next half hour Just at this moment, the executive s telephone rings, and he has to speak to the company s best customer or to a high official in the city administration or to his boss and the next half hour is already gone The job is, however, not to set priorities That is easy Everybody can do it The reason why so few executives concentrate is the difficulty of setting posteriorities that is, deciding what tasks not to tackle and of sticking to the decision Executives are not paid for doing things they like to do They are paid for getting the right things done most of all in their specific task, the making of effective decisions Just like most of them, this book has too many words for 5 or so ideas The conclusion at the very end sums everything up, so you don t have to read the whole book, just read the last few pages.

The Effective Executive: The Definitive Guide to Getting
    EPUB is an ebook file format that uses the epub is unproductive Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into resultsDrucker identifies five practices essential to business effectiveness that can, and must, be learned Managing time The Effective PDF/EPUB or Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision makingRanging widely through the annals of business and government, Peter F Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. I used to be a large reader of Jack Welch practices at GE, until I read that he looked to Drucker I ve been reading Drucker and re reading Drucker ever since He is the master at learning how to be effective and from him, I learned how to filter what are the best effectiveness 21st century leadership practices Now, after 14 years of running a company and 8 years of trying to create a leadership engine to run a company, I believe that the 21st century practices for effectiveness in order of s I used to be a large reader of Jack Welch practices at GE, until I read that he looked to Drucker I ve been reading Drucker and re reading Drucker ever since He is the master at learning how to be effective and from him, I learned how to filter what are the best effectiveness 21st century leadership practices Now, after 14 years of running a company and 8 years of trying to create a leadership engine to run a company, I believe that the 21st century practices for effectiveness in order of sequence 1 Self love taking care of oneself daily for me, taught by Richard Bach, M Scott Peck, Gay Hendrix, others 2 Life vision parents life history, Richard Bach, Tao Te Ching, Tao of Mentoring 3 Being resonant Using a ratio of 7 PEA to 1 NEA For me, taught by Resonant Leader and developing a self care agenda 4 Using Appreciative Inquiry style to help others get in touch with when they felt their highest, when I feel my highest5 Facilitative communication style Roger Schwarz, other facilitator techniques I am still in process on learning on all these dimensions As AA says, and M.Scott Peck quotes I m not okay, you re not okay and that s okay Learning to forgive one s self and others and accept the mystery of life is a life long leadership and life journey Stop reading boring blogs and books about productivity and go straight to the source of many of these ideas Then, stop thinking about being productive and go do something. No one in a managerial role should be allowed to manage others without having read at least one book from Peter Drucker Drucker is widely acclaimed as The Father of Modern Management and published 39 books in a lifetame that spanned 95 years The Effective Executive was published in 1967 and this book is as good a starting point as any for the uninitiated.Effectiveness is a habit and habits can be learned through practice, lots of it According to Drucker there are five habits that, once acquir No one in a managerial role should be allowed to manage others without having read at least one book from Peter Drucker Drucker is widely acclaimed as The Father of Modern Management and published 39 books in a lifetame that spanned 95 years The Effective Executive was published in 1967 and this book is as good a starting point as any for the uninitiated.Effectiveness is a habit and habits can be learned through practice, lots of it According to Drucker there are five habits that, once acquired, determine the effectiveness of an executive If you want to be effective in your work and in your life practice these five habits 1 Know where your time goes.2 Focus on outward contribution.3 Build on strengths.4 Concentrate on the few major areas where superior performance will produce outstanding results.5 Make effective decisions.The book provides detail and substance to these five habits of executive effectiveness The examples are a time capsule from the Mad Men era drawing on events from the Kennedy and Johnson administrations Don t let these dated examples lull you into thinking that times have changed While they certainly have, the practices that lead to executive effectiveness have stood the test of time I m pretty sure that if we d ever met in real life I d have punched Peter Drucker in the face.You can buy the book here I m pretty sure that if we d ever met in real life I d have punched Peter Drucker in the face.You can buy the book here Adding this book to my list of must reads for anyone working in corporate America In brief 1 Know where your time goes relentlessly prune unproductive activities.2 Know the contribution you re expected to make to others contributions and to the organization.3 Make your strengths productive and hone them focus on the absence of weakness leads to mediocrity.4 There are alwaysopportunities available than time to pursue them prioritize and focus on the truly impactful.5 Continuall Adding this book to my list of must reads for anyone working in corporate America In brief 1 Know where your time goes relentlessly prune unproductive activities.2 Know the contribution you re expected to make to others contributions and to the organization.3 Make your strengths productive and hone them focus on the absence of weakness leads to mediocrity.4 There are alwaysopportunities available than time to pursue them prioritize and focus on the truly impactful.5 Continually shed unproductive programs and processes by asking, If we didn t already do this, would we go into it now 6 Most events are generic and should be handled by rules, policies, and procedures solutions to truly unique events should be formed on the highest conceptual level possible Know Thy Time take a time inventory eliminate need not be done , could be done by others , and wasting other s time prune time wasters lack of systems crisis overstaffing unnecessary coordination malorganization excessive mtgs malfunction in information consolidate discretionary time into meaningful chunks to facilitate effectiveness eg 1.5 hr What can I contribute in terms of EXTERNAL results aim highMaking strengths productive focus on indvidual STR Know Thy Time take a time inventory eliminate need not be done , could be done by others , and wasting other s time prune time wasters lack of systems crisis overstaffing unnecessary coordination malorganization excessive mtgs malfunction in information consolidate discretionary time into meaningful chunks to facilitate effectiveness eg 1.5 hr What can I contribute in terms of EXTERNAL results aim highMaking strengths productive focus on indvidual STRENGTHS and the strengths of others, not trying to improve on weaknessesFirst things first focus on single BHAGs at a time slough off yesterday sunk cost, don t just do things to finish them if ineffective to do AND to don t listsDecision making establish generic problem set boundary conditions determine what is RIGHT, not what is acceptable build in action to carry out decision DIRECT feedback go see to test validity effectiveness of decision once enactedEffective decisions not effective without disagreement must define a measure of effectiveness before enacting do nothing is an option I find Drucker to be really repetitive There were quite a few sentences that didn t really add anything, and should have been taken out. A fantastic resource Seminaries often do a phenomenal job of equipping people to be experts in the Word Where most are weak is training church leaders to be time managers, meeting facilitators, action planners, decision makers, and priority setters These are all the products of general wisdom and stuff that can be learned from a wide variety of secular sources see Proverbs Peter Drucker s classic has literally changed the way I think about scheduling my time, choosing priorities, and t A fantastic resource Seminaries often do a phenomenal job of equipping people to be experts in the Word Where most are weak is training church leaders to be time managers, meeting facilitators, action planners, decision makers, and priority setters These are all the products of general wisdom and stuff that can be learned from a wide variety of secular sources see Proverbs Peter Drucker s classic has literally changed the way I think about scheduling my time, choosing priorities, and thinking about leadership The Church is a dynamic organism, but it s also a structured organization in which the NT gives general guidance, but not many specific, detailed instruction e.g we know we re supposed to have elders deacons, but the NT offers no advice on how to run a session or consistory meeting Drucker s main point is that effectiveness can must be learned in leadership, it s not a natural trait For Drucker after years of watching and studying executives effectiveness consists in chiefly five practices Effective executives 1 know where their time goes and they work to manage it 2 focus on the results expected of them, over the work they put in 3 build on their own strengths and those of their superiors, subordinates, and the organization 4 set priorities and do firsts things first 5 make effective decisions that begin with opinions and organized disagreement rather than facts Outstanding book Every pastor should read at least once Don t tell me that you had a wonderful time reading this book, tell me what you are going to do differently on Monday The higher up the organization, the less time he has under his own control senior executives rarely havethan quarter of their time under their control , so you have to take control of your time Understand what are the things that waste your time without contributing to effectiveness Ask your subordinates how you are preventing them from doing their work effectively.Th Don t tell me that you had a wonderful time reading this book, tell me what you are going to do differently on Monday The higher up the organization, the less time he has under his own control senior executives rarely havethan quarter of their time under their control , so you have to take control of your time Understand what are the things that waste your time without contributing to effectiveness Ask your subordinates how you are preventing them from doing their work effectively.The first version of the book was written in 1965, but majority of the assumptions are still valid on 21th century like the perception that computers will take over decision making VS actually expecting serious mental effort from people because one cannot compete with computer on standard computation 1 Know where your time goes relentlessly prune unproductive activities.2 Know the contribution you re expected to make to others contributions and to the organization.3 Make your strengths productive and hone them focus on the absence of weakness leads to mediocrity.4 There are alwaysopportunities available than time to pursue them prioritize and focus on the truly impactful.5 Continually shed unproductive programs and processes by asking, If we didn t already do this, would we go into it now 6 Most events are generic and should be handled by rules, policies, and procedures solutions to truly unique events should be formed on the highest conceptual level possible Decisions without disagreement are not effective Doing nothing might be a good option Warren Buffet 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 The first and the last of these are too often overlooked with dire results Working on the right things is what makes knowledge work effective If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away operating He may be an excellent man But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events A well managed factory is boring Nothing exciting happens in it because the crises have been anticipated and have been converted into routine The first rule in decision making is that one does not make a decision unless there is disagreement The danger is that executives will become contemptuous of information and stimulus that cannot be reduced to computer logic and computer language Executives may become blind to everything that is perception i.e., event rather than fact i.e., after the event The tremendous amount of computer information may thus shut out access to reality The executive s time tends to belong to everybody else If one attempted to define an executive operationally that is, through his activities one would have to define him as a captive of the organization Everybody can move in on his time, and everybody does There seems to be very little any one executive can do about it He cannot, as a rule, like the physician, stick his head out the door and say to the nurse, I won t see anybody for the next half hour Just at this moment, the executive s telephone rings, and he has to speak to the company s best customer or to a high official in the city administration or to his boss and the next half hour is already gone The job is, however, not to set priorities That is easy Everybody can do it The reason why so few executives concentrate is the difficulty of setting posteriorities that is, deciding what tasks not to tackle and of sticking to the decision Executives are not paid for doing things they like to do They are paid for getting the right things done most of all in their specific task, the making of effective decisions Just like most of them, this book has too many words for 5 or so ideas The conclusion at the very end sums everything up, so you don t have to read the whole book, just read the last few pages. 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  • Paperback
  • 208 pages
  • The Effective Executive: The Definitive Guide to Getting the Right Things Done
  • Peter F. Drucker
  • English
  • 22 September 2018
  • 0060833459