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The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive.
He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results.
One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making.
How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.
- Sales Rank: #2666325 in Books
- Published on: 2007-08-24
- Released on: 2007-05-24
- Format: International Edition
- Original language: English
- Number of items: 1
- Dimensions: 9.21" h x .42" w x 6.14" l, .65 pounds
- Binding: Paperback
- 184 pages
Review
'Long recognised in business circles as a voice to listen to'
Harvard Business Review
'...it would be difficult to overestimate his contribution to management thinking'
Financial Times
From the Back Cover
What makes an effective executive?
For decades, Peter F. Drucker has been widely regarded as “the dean of this country’s business and management philosophers” (Wall Street Journal). In this concise and brilliant work, he looks to the most influential position in management—the executive.
The measure of the executive, Drucker reminds us, is the ability to “get the right things done.” This usually involves doing what other people have overlooked and avoiding what is unproductive. In an executive position, intelligence, imagination, and knowledge may all be wasted without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can—and must—be mastered:
- Managing time
- 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-making
Ranging across the annals of business and government, Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.
About the Author
Born in Vienna in 1909, Peter F. Drucker was educated in Austria and England. From 1929 he was a newspaper correspondent abroad and an economist for an international bank in London. Since 1937 he has been in the United States, first as an economist for a group of British banks and insurance companies, and later as a management consultant to several of the country's largest companies, as well as leading companies abroad. Drucker has since had a distinguished career as a teacher, first as Professor of Politics and Philosophy at Bennington College, then for more than twenty years as Professor of Management at the Graduate Business School of New York University. Since 1971 he has been Clarke Professor of Social Science at Claremont Graduate School in California. In addition to his management books, Peter Drucker is also renowned for his prophetic books analysing politics, economics and society. These books span fifty years of modern history beginning with The End of Economic Man (1939) and including The Practice of Management; Innovation and Entrepreneurship; Managing in the Next Society; Management Challenges in the 21st Century; The Effective Executive and The Essential Drucker.
Most helpful customer reviews
7 of 7 people found the following review helpful.
Great read for those looking to understand why and how to make decisions.
By Alan
I am a business owner with two other partners. This book provided some great insight as to how we work as individuals in a work environment, and why we make those decisions. It also helped to clear some of my frustration with some issues at work as it made me realize everyone has a different mindset in how we process information and decisions. I think it's a great read for those that may be trying to better understand their current work environment.
4 of 4 people found the following review helpful.
Great advice on executive effectiveness
By Emil B
You know you read the writing of great thinker when the line of text in front of you is simple and yet powerful. Peter Drucker writes like that. The Effective Executive is one of those books that wake up your intellect: simple, unpretentious, direct, based on experience and well practiced art of detecting underlying principles hiding behind our mundane tasks.
Effective managers, according to Peter, follow eight principles:
- Ask "what needs to be done?"
- Ask "what is right?"
- Develop action plans
- Take responsibility for decisions
- Take responsibility for communicating
- Focus on opportunity rather than problem
- Run productive meetings
- Think and say "we" rather than "I"
I like for instance how he describes the taking of responsibility for decisions: a decision has not been made until people know: the name of the person accountable for carrying it out, the deadline, the names of the people who will be affected by it, and the names of the people who will be informed. Simple, isn't it?
A penetrating observation is that in large organisations people tend to be absorbed by what happens inside its boundaries and by perfecting a process regardless of the outside world. The removal of the executive from the customer base is fatal in the long run.
Other thought that I liked is that the effective executive does not make decisions by consensus, but by what is right, even if the decision is not popular. The executive makes a few decisions, but powerful, rather than many razzle-dazzle decisions.
I have this book handy, so that when I have time, I choose to read randomly a page or two. It's like doing meditation. It is simple, elegant and very sharp. I recommend this book to anyone interested in the subject.
7 of 7 people found the following review helpful.
How and why, “like every other discipline, effectiveness can be learned and must be earned
By Robert Morris
Note: Amazon continues to feature reviews of earlier editions. What immediately follows is my review of the 50th anniversary edition published today, January 24, 2017. What then follows is my review of an earlier edition.
* * *
This is the 50th anniversary edition of a book first published in 1967. Jim Collins provides the Foreword and Zachary First the Afterword. In my opinion, Peter Drucker (1909-2005) is the most influential business thinker as indicated by the endless list of other thought leaders who continue to acknowledge his value and significance to their own work. He always insisted on referring to himself as a “student” or “bystander.” With all due respect to his wishes, I have always viewed him as a pioneer who surveyed and defined dimensions of the business world that no one else had previously explored.
Consider this passage in the Foreword: “Here are ten lessons I learned from Peter Drucker and this book, and that I offer as a small portal of entry into the mind of the greatest management thinker off all time.” These are the lessons that Collins cites and discusses:
1. First, manage thyself.
2. Do what you’re made for.
3. Work how you work best (and let others do the same).
4. Count your time, and make it count.
5. Prepare better meetings.
6. Don’t make a hundred decisions when one will do.
7. Find your one big distinctive impact.
8. Stop what you would not start.
9. Run lean.
10. Be useful.
“He was in the end, Collins adds, "the highest level of what a teacher can be: a role model of the very ideas he taught, a walking testament to his teachings in the tremendous lasting effect of his own life.”
As was true of Collins and will be true 0f everyone else who reads one of the several editions, they will have their own take-aways. Drucker provides a framework in the Introduction, stressing while discussing the importance of eight specific practices that all great business and non-profit CEOs are committed to, such as asking “What needs to be done?” and “What is right for the enterprise?” The first two enable them to obtain the information they need.
The next four help them to convert this knowledge into effective action:
3. Develop action plans.
4. Take responsibility for decisions [and their consequences].
5. Take responsibility for communicating.
6. Are focused on opportunities rather on problems.
The last two ensure that the entire organization feels responsible and accountable
7. Run productive meetings.
8. Think and feel “we” rather than “I.”
Yes, these are basic and obvious practices but they were not five decades ago. Until Drucker, thinking about management lacked order, structure, clarity, and focus. Borrowing a phrase from Oliver Wendell Holmes, Drucker developed thinking about management to “the other side of complexity.” To paraphrase, Albert Einstein, Drucker made management “as simple as possible but no simpler.”
In the Introduction Peter Drucker concludes, “We’ve just covered eight practices of effective executives. I’m going to throw in one final, bonus practice. This one’s so important that I’ll elevate it to the level of a rule: [begin italics] Listen first, speak last [end italics]”...And, like every discipline, effectiveness [begin italics] can [end italics] and [begin italics] must [end italics] be earned.”
The title of this review is a portion of one of Peter Drucker's most important insights: "The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question."
* * *
I first read this book when it was originally published in 1967 and have since re-read it several times because, in my opinion, it provides some of Peter Drucker's most important insights on how to "get the right work done and done the right way." By nature an "executive" is one who "executes," producing a desired result (an "effect") that has both impact and value. As Drucker once observed in an article that appeared in Harvard Business Review at least 40 years ago, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Therefore, the effective executive must develop sound judgment. Difficult - sometimes immensely difficult - decisions must be made. Here are eight practices that Drucker recommended 45 years ago:
o Ask, "what needs to be done?"
o Ask, "What is right for the enterprise?"
o Develop an action plan
o Take responsibility for decisions.
o Take responsibility for communications.
o Focus on opportunities rather than on problems.
o Conduct productive meetings.
o Think in terms of first-person PLURAL pronouns ("We" rather than "I").
The first two practices give executives the knowledge they need; the next four help them convert this knowledge into effective action; the last two ensure that the entire organization feels responsible and accountable, and will thus be more willing to become engaged. "I'm going to throw in one final, bonus practice. This one's so important that I'll elevate it to the level of a rule: [begin italics] Listen first, speak last." [end italics]
This volume consists of eight separate but interdependent essays that begin with "Effectiveness Can Be Learned" and conclude with "Effective Decisions." Actually, there is a "Conclusion" in which Drucker asserts that "Effectiveness Must Be Learned." I agree. The essays are arranged in a sequence that parallels a learning process that prepares an executive to "assume responsibility, rather than to act the subordinate, satisfied only if he `pleases the boss.' In focusing himself and his vision on contribution the executive, in other words, has to think through purposes and ends rather than means alone."
I highly recommend this to all executives who need an easy-to-read collection of reminders of several basic but essential insights from one of the most important business thinkers, Peter Drucker. I also presume to suggest that they, in turn, urge each of their direct reports to obtain a copy and read it. The last time I checked, Amazon sells a paperbound edition for only $11.55. Its potential value is incalculable.
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