One of the most famous quotes by Peter Drucker is that he sometimes refers to himself as an "insultant" rather than a consultant. His straight talk in this book will direct you onto the right path for helping your organization accomplish more.
Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.
The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.
Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.
Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.
We also need to be systems thinkers, getting to the core of the issue first. If you would like to know more about that subject, look at The Fifth Discipline. For example, if you are weak on new products, you need to work on the new product development process before fine-tuning your marketing. If you reverse the order of these activities, your results will be far less.
Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.
I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.
Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.
You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.
If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.
If you liked what Peter Drucker had to say in this book, you may want to read his latest book, Management Challenges for the 21st Century, to get your agenda for using the skills you developed from The Effective Executive.
I liked this book a lot, how's that for intellectual. It reads well, I was entertained and I learned a lot more then I expected, which is good for I planned on learning a lot about becoming an effective executive. But history lessons, hey, this is a bonus.
Mr. Drucker uses, as have other leadership teachers, many important history lessons of this century to illustrate his effective executive points. He includes life adventures of Gen. Marshall, Presidents Roosevelt and Kennedy, even Bach, Mozart, Verdi and Haydn to illustrate points. One of my favorite comments is from Chapter 5 (First Things First), "Executives can hardly assume that they are 'executive Mozarts'". No more hints, you'll understand when you read the book. The chapter addressing "The Elements of Decision Making" is the best of the book, although the others are not far behind.
If you are in the market for a book on executive leadership, you better put this close to the top of your short reading list. If you are searching for an insightful look at some 20th Century history, then this is a good stop for the political scientist. Whatever your reason, buy and read this book, and see how it helps you become a more decisive and better leader, oops, "Executive".
1) Knows where their time goes. Time is the most valuable resource and is inelastic. It must be managed. What has priority? What is better left undone? What can be outsourced?
2) Focuses on results (not effort) by asking: "What do I do that justifies my being on the payroll?" (pg 53).
3) Staff to people's strength (not the absence of weakness). There is no such thing as a "good man". Good at what? Likewise, a person is hired to produce results, not to please a superior, or blend in.
4) Fills the job with the right person (not fits the job to the available person). Jobs in the organization are interdependent; if one changes, it will affect another. Also, "To tolerate diversity, relationships must be task-focused rather than personality focused." (pg 77)
5) Tries to be himself / herself (not someone else). (S)He looks for patterns in their performance, and focus on their strengths. "Feed the opportunities and starve the problems." (pg 98)
6) Concentrates on one effort at a time. (not multi-tasking)It is hard enough to do one thing right.
7) Concentrates on important and strategic decisions (not a great number of small, reactionary decisions). Many problems were created in the past, and solving them only re-establishes the status quo. It is better to seek opportunities than just fix problems.
8) Makes decisions based on dissenting opinions (not pseudo facts and pre-judgements) Use other's opinions to form a case for each side.
9) Acts or does not act (no hedging or compromise)
Drucker is very methodical in laying out his 5 principles of effectiveness. These are the basis for his two arguments in the book - executives must be effective and effectiveness must be learned. In each chapter that supports his principles, he lays the foundation for the principle, builds walls around it with countless real-life examples, and then drives them home with even more real-life examples.
Perhaps the greatest asset within this book is the rich examples that Drucker has provided. He is the oracle of management that has real experience as a strategist and theorist. He has no qualms with hitting common textbook theory head on in his books and has countless examples to back him up.
One drawback is that it can become tiresome to read some parts. Drucker really drives home some points and if you've already got it, you lose appreciation for the extra examples.
Ok, so it's not like reading a Grisham novel, but I promise you will take some valuable nuggets away from this book that can help you in building your career.