Not Just For Executives: With a Little Translation, This Book's Wisdom Can Be Applied to A Variety Of Life...

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	• The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials) Peter F. Drucker Collins, 2006 - 208 pages average customer review:based on 50 reviews view larger image
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highly recommended

Long lasting advice for novice managers

Excellent advice from a incredible coach. From time management to management contribution this book offers what you need to achieve management positions. A must.

Excellent book on management skills

Very good book on the true management skills required by any and every manager. Drucker clearly points out that not all great managers were created the same....but most share certain traits. An excellent, must read for any and all managers everywhere!

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Not Just For Executives: With a Little Translation, This Book's Wisdom Can Be Applied to A Variety Of Life Circumstances

Peter Drucker was such a prolific and important writer, thinker, researcher, teacher, and philosopher! Although he is best known a the father of modern management theory, I find that his ideas are applicable to a wide variety of positions and enterprises.

The Effective Executive, like most of his works, is written with the assumption that the reader is part of an institution and needs to learn to function within the challenges of the corporate environment. I have never had a traditional job or position in a large institution, but can totally relate to the challenges of what Drucker refers to as executives and knowledge workers.

As a professional musician and holistic music teacher ([...]), I have worked to integrate the creative, intuitive sides of human nature with the organizational, rational aspects, both for myself and my clients.

Like many artists, I was never taught the principals of management and have had to adapt and educate myself along the way. I owe a lot to Peter Drucker for helping me make sense of the nature of effectiveness and management.

Drucker's wisdom transcends culture and industry. Just the acknowledgement that effectiveness is a skill in-and-of-itself, apart from intelligence, talent, charisma, or creativity, is a powerful distinction. His encouragement that it can be (and must be) learned is a relief!

His 5 basic practices for effective executives are invaluable insights. Here they are, paraphrased:

1) Be aware of and manage your time
2) Focus on results, not efforts
3) Play to and develop strengths, not weaknesses (yours and others')
4) Concentrate and align your actions and your purpose
5) Learn to make good decisions

The examples in the book are a bit old-school, but the principles still hold true. Thank you, Peter, for putting into words what so many of us were never taught at home or in school!

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Very Effective!

Peter Drucker wrote this book back in 1966 and it is as pertinent today as it was then. It concentrates on a small number of practices to help executives manage themselves - a precursor to managing others. Drucker makes the point that, "No one is born an effective executive. No one is a natural... It must be learned...In addition, it is not exceedingly difficult." That's welcome news for all of us. We simply need to follow the practices outlined in this book.

The book is meant for a wide audience as Drucker's definition of the executive is broad - "Anyone that is responsible for a contribution that materially affects the capacity of the organization to perform and to obtain results."

The first step on the journey is to "know thy time." Too many managers have no idea where they spend there time. Drucker recommends managers start by recording their time to discover where it is being spent. Once identified, they need to stop wasting time on things that are not important and then work to consolidate freed time into chunks. Significant blocks of time of 2 hours or so are needed to complete important things.

Next executives must ask of themselves, "What can I contribute that will significantly affect the performance and results of the organization." This helps the manager look outward and to identify and prioritize those tasks that are most important to complete.

Then the managers should do the first things first and do them one at a time. "The secret of those people who do so many things and apparently so many difficult things is that they do only one thing at a time. As a result, they need much less time in the end than the rest of us."

Finally, Drucker outlines how to make effective decisions. He craftily breaks down the elements of the decision process and explains how managers can improve in this discipline.

The book is filled with examples and supporting information. Drucker writes in a refreshingly honest and straightforward style. Many refer to this book as a classic. It is worthy of the designation. So much of what is written today is borrowed from Drucker. Managers can not go wrong adding this one to their arsenal of tools.

-- Nick McCormick - Author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager

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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.

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What makes an effective executive?

The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.

Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-making

Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.

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