Effective Executive (Drucker Series)
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Amazon Customer Reviews
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Among Peter Drucker's Best
In the spring of 1980, I spent a full day with Peter Drucker.
He then made a full-day presentation at the University of
Southern California in Los Angeles. I made sure to arrive early
so I could sit front row, center. I spent a stimulating day
listening and watching as "the master" spoke on the subject of
managerial effectiveness.
Drucker, a true renaissance man, supported his points with
examples from the worlds of business, government, sports, music
and war.
In "The Effective Executive," Drucker likewise draws on his broad
knowledge. He writes that, to be effective, an executive (whom he
defines as any knowledge worker responsible for making decisions) must master five specific skills...
-- Managing time
-- Choosing what to contribute
-- Mobilizing strength
-- Setting the right priorities
-- Making the right decisions
About managing time, Drucker offers that the effective executive
eliminates time-wasting activities and consolidates time spent on
important projects.
On choosing what to contribute to the organization, he tells that
the effective executive asks "What can I contribute to
significantly affect the performance and results of this
organization"? And he stays focused on results rather than on
efforts.
Regarding the subject of mobilizing strength, Drucker councils
executives to hire and manage people with an emphasis on their
strengths rather than concern about their weaknesses. And
he advises executives to discover and mobilize their own
individual working style.
About setting the right priorities, he offers two important
thoughts. First, "It is more important to convert an opportunity
into results than to solve a problem -- which only restores the
equilibrium of yesterday." And second, "Concentration -- that is,
the courage to impose on time and events his own decision as to
what really matters and comes first -- is the executive's only
hope of becoming the master of time and events instead of their
whipping boy."
On making decisions, he advises stimulating disagreement among the
management team. For disagreement brings consideration of alternatives, in turn, brings understanding. He also reminds us that a decision isn't complete until it becomes a detailed work assignment. Until then, it is merely a good intention.
As with each of Drucker's books, "The Effective Executive" is
loaded with quotable "Druckerisms." For example...
-- "The truly important events on the outside are not the trends.
They are changes in the trends."
-- "He [the effective executive] always assumes that the event
that clamors for his attention is in reality a symptom. He looks
for the true problem. He is not content with doctoring the
symptom alone."
-- "One of the most obvious facts of social and political life is
the longevity of the temporary."
Upon finishing writing my own book, "Strategic Thinking: A Four
Piece Puzzle," I wrote to Peter Drucker asking if he'd write an
endorsement for the book. Sure, I knew it was a long shot, but
what could I lose except a postage stamp?
Sure enough, he turned me down. He mailed back my letter on
which he had scrawled four words, "I don't do that."
I've kept that letter. For two reasons... Not only is it the shortest rejection letter I've ever received, but, more importantly, it's a personal note from the master himself -- Peter Drucker.
Great Book
I have read everything Drucker has published. This one is as good as all the others.
Getting the Right Things Done vs. Doing Things Right
The breadth of Drucker's knowledge and insights never cease to amaze me, and goes to reinforce my perception - as well as that of many others - that he is, in fact, "the founding father of the science of management." That's the reason I quoted him seven times - on seven different management topics - in by book, The Three Pillars of Sustainable Profit & Growth [[ASIN:0977802302 The Three Pillars of Sustainable Profit and Growth]].
The essence of The Effective Executive is this: not too long ago, the business community was essentially engaged in manufacturing where the need was for efficiency - the ability to do things right.
As our business world evolved into service and science-oriented enterprises, employees became "knowledge workers" as opposed to "manual workers." Thus, a whole new set of executive qualifications were required - the key one being effectiveness - the ability to get the right things done.
He goes on to point out that intelligence, knowledge and imagination are common in most executives, and they were the primary qualities needed when our business world was engaged in manufacturing and manual workers. However, with the emergence of the service/science-oriented business world and the knowledge worker, these same qualities appear to have little correlation with an executive's effectiveness. Today's business world needs executives who can get the right things done.
Click here to return to Time Management recommendations.
Click here to return to the main book page.
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