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The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials) Paperback – January 3, 2006

by Peter F. Drucker (Author)
4.5 4.5 out of 5 stars 3,406 ratings
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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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  1. Print length
    208 pages
  2. Language
    English
  3. Publication date
    January 3, 2006
  4. Dimensions
    5.31 x 0.47 x 8 inches
  5. ISBN-10
    0060833459
  6. ISBN-13
    978-0060833459
  7. See all details
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Customer reviews

4.5 out of 5 stars
3,406 global ratings

Customers say

Customers find the book brilliant, helpful, and insightful. They say it's concise, easy to follow, and effective at teaching you to be effective. Readers also mention the book is actionable and effective for time management. However, some find the pacing repetitive and boring. Opinions are mixed on the relevance, with some finding it still relevant today, while others say parts of the content are somewhat dated.

AI-generated from the text of customer reviews

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ReadabilityAdviceEase of readingEffectivenessTime managementPerspectiveRelevancePacing
110 customers mention "Readability"110 positive0 negative

Customers find the book brilliant, helpful, and insightful. They say it's an excellent book for those in business or looking to start one. Readers also mention it can be read over and over, with different lessons coming each time.

"...First, this book is amazing. It packed with great, applicable information...." Read more

"...However, for me, reading it was extremely valuable because it is the source code for so much business thinking...." Read more

"The book is good, the information is interesting and really important. But the reading is tiresome, the language is from 1960...." Read more

"...by Peter Drucker (dean of American management authors) is an excellent title for anyone...." Read more

102 customers mention "Advice"102 positive0 negative

Customers find the advice insightful, relevant, and timeless. They say it illustrates valuable principles that are necessary to be effective. Readers also appreciate the exposure of common fallacies and interesting examples. Overall, they say the book is a quick read and subsequent rereads yield new insights.

"...Second, the message is amazing. The overall message is simple, “effectiveness can be learned and must be earned.”..." Read more

"...reading it was extremely valuable because it is the source code for so much business thinking...." Read more

"...It was very insightful." Read more

"The book is good, the information is interesting and really important. But the reading is tiresome, the language is from 1960...." Read more

74 customers mention "Ease of reading"58 positive16 negative

Customers find the book concise, easy to follow, and practical. They say it gives a clear understanding of the effective executive. Readers also mention that the advice is simple yet powerful.

"...I chose The Effective Executive because it seemed to have a simple, straightforward message and it was under 200 pages...." Read more

"...I highly recommend this to all executives who need an easy-to-read collection of reminders of several basic but essential insights from one of the..." Read more

"...There was a lot of key thinking - especially as related to an organization - that I haven't seen in other places, especially regarding decision..." Read more

"...It is a very practical text.The second level..." Read more

43 customers mention "Effectiveness"43 positive0 negative

Customers find the principles in the book true and helpful. They say it's usable, has thoughtful reasoning on effective work processes, leadership, and decision-making. Readers also appreciate the clear steps to effectiveness.

"...Yes, these are basic and obvious practices but they were not five decades ago...." Read more

"...Most importantly though, there’s a lot of really excellent and practical tools...." Read more

"...that wake up your intellect: simple, unpretentious, direct, based on experience and well practiced art of detecting underlying principles hiding..." Read more

"It provides effective and simple guidelines for managers at any level. I love the meeting princples." Read more

16 customers mention "Time management"16 positive0 negative

Customers find the book's time management insights timeless, accurate, and actionable. They say it inspires them to take action.

"...The core ideas of this book are really good like manage your time, focus on your strengths and make sure you have people in your team that disagree..." Read more

"...still effectiveness is not common and I found this book to be very action provoking" Read more

"This book will help you introspect yourself and inspire you to take action. Use this as a reference after your first read." Read more

"Simple, direct, easy, efficient, effective. Read it to understand how the world and businesses work...." Read more

12 customers mention "Perspective"12 positive0 negative

Customers find the perspective in the book great, fresh, and eye-opening. They say it forces them to think differently about effectiveness and broadens their horizons. Readers also mention the book is uncompromising, direct, and clear.

"I like how this book chose the key points to discuss. It gave me a fresh perspective on how I should approach my work. It's definitely worth reading." Read more

"Excellent perspective, insight and coaching for development...." Read more

"...this book, written more than 50 years ago, not only actual but also refreshing...." Read more

"...Reviews information was timely nd eye opening." Read more

31 customers mention "Relevance"15 positive16 negative

Customers have mixed opinions about the book's relevance. Some mention the concepts are timeless, while others say parts of the content are dated.

"The book is good, the information is interesting and really important. But the reading is tiresome, the language is from 1960...." Read more

"...by him, and there are a lot of useful take-aways even if the book is horribly dated,..." Read more

"Says much worth hearing. Not surprising advice but it has remained relevant...." Read more

"...The book is also curiously out of date. This is no shortcoming. The issues which were current at the time lend an excellent perspective...." Read more

16 customers mention "Pacing"3 positive13 negative

Customers find the pacing of the book too repetitive, boring, and a waste of time. They also say it lacks specific practices and detail.

"...34;Interaction" as above, can waste time in overstaffed situations. Symptom: manager spends time on feuds, interpersonal problems...." Read more

"...I do feel that the book was lacking in specific practices related to time management...." Read more

"This is a great book however some chapters are boring and if you are an executive you will probably agree with me...." Read more

"Updates on tracking progress came through but there was a lack of detail." Read more

Top reviews from the United States

Reid McCormick
5.0 out of 5 stars the economy of time...
Reviewed in the United States on February 14, 2019
Verified Purchase
“Executives are not paid for doing things they like to do. They are paid for getting the right things done.”

If you have read anything on leadership or management in the past few decades, you are probably already familiar with Peter Drucker. I first heard about Drucker a few years back while reading a book by a college president and over time Drucker’s name kept popping up everywhere.

It was difficult to determine which book to read first. He has written dozens of books, and all of them have been universally praised. I chose The Effective Executive because it seemed to have a simple, straightforward message and it was under 200 pages. However, I was a bit weary because the book was first published in 1967.

First, this book is amazing. It packed with great, applicable information. I actually think this book is more relevant today that it was when it was first written.

Second, the message is amazing. The overall message is simple, “effectiveness can be learned and must be earned.” There may be some individuals better suited for leadership roles, but to be an effective manager you need to develop the skill of effectiveness.

I will definitely be picking up more Drucker books in the future.

Here are some gems:
“Organizations are held together by information rather than by ownership or command.”
“Working on the right things is what makes knowledge work effective.”
“All in all, the effective executive tries to be himself.”
42 people found this helpful
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Robert Morris
5.0 out of 5 stars How and why, “like every other discipline, effectiveness can be learned and must be earned
Reviewed in the United States on January 13, 2012
Verified Purchase
Note: Amazon continues to feature reviews of earlier editions. What immediately follows is my review of the 50th anniversary edition published today, January 24, 2017. What then follows is my review of an earlier edition.
* * *

This is the 50th anniversary edition of a book first published in 1967. Jim Collins provides the Foreword and Zachary First the Afterword. In my opinion, Peter Drucker (1909-2005) is the most influential business thinker as indicated by the endless list of other thought leaders who continue to acknowledge his value and significance to their own work. He always insisted on referring to himself as a “student” or “bystander.” With all due respect to his wishes, I have always viewed him as a pioneer who surveyed and defined dimensions of the business world that no one else had previously explored.

Consider this passage in the Foreword: “Here are ten lessons I learned from Peter Drucker and this book, and that I offer as a small portal of entry into the mind of the greatest management thinker off all time.” These are the lessons that Collins cites and discusses:

1. First, manage thyself.
2. Do what you’re made for.
3. Work how you work best (and let others do the same).
4. Count your time, and make it count.
5. Prepare better meetings.
6. Don’t make a hundred decisions when one will do.
7. Find your one big distinctive impact.
8. Stop what you would not start.
9. Run lean.
10. Be useful.

“He was in the end, Collins adds, "the highest level of what a teacher can be: a role model of the very ideas he taught, a walking testament to his teachings in the tremendous lasting effect of his own life.”

As was true of Collins and will be true 0f everyone else who reads one of the several editions, they will have their own take-aways. Drucker provides a framework in the Introduction, stressing while discussing the importance of eight specific practices that all great business and non-profit CEOs are committed to, such as asking “What needs to be done?” and “What is right for the enterprise?” The first two enable them to obtain the information they need.

The next four help them to convert this knowledge into effective action:

3. Develop action plans.
4. Take responsibility for decisions [and their consequences].
5. Take responsibility for communicating.
6. Are focused on opportunities rather on problems.

The last two ensure that the entire organization feels responsible and accountable

7. Run productive meetings.
8. Think and feel “we” rather than “I.”

Yes, these are basic and obvious practices but they were not five decades ago. Until Drucker, thinking about management lacked order, structure, clarity, and focus. Borrowing a phrase from Oliver Wendell Holmes, Drucker developed thinking about management to “the other side of complexity.” To paraphrase, Albert Einstein, Drucker made management “as simple as possible but no simpler.”

In the Introduction Peter Drucker concludes, “We’ve just covered eight practices of effective executives. I’m going to throw in one final, bonus practice. This one’s so important that I’ll elevate it to the level of a rule: [begin italics] Listen first, speak last [end italics]”...And, like every discipline, effectiveness [begin italics] can [end italics] and [begin italics] must [end italics] be earned.”

The title of this review is a portion of one of Peter Drucker's most important insights: "The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question."

* * *

I first read this book when it was originally published in 1967 and have since re-read it several times because, in my opinion, it provides some of Peter Drucker's most important insights on how to "get the right work done and done the right way." By nature an "executive" is one who "executes," producing a desired result (an "effect") that has both impact and value. As Drucker once observed in an article that appeared in Harvard Business Review at least 40 years ago, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Therefore, the effective executive must develop sound judgment. Difficult - sometimes immensely difficult - decisions must be made. Here are eight practices that Drucker recommended 45 years ago:

o Ask, "what needs to be done?"
o Ask, "What is right for the enterprise?"
o Develop an action plan
o Take responsibility for decisions.
o Take responsibility for communications.
o Focus on opportunities rather than on problems.
o Conduct productive meetings.
o Think in terms of first-person PLURAL pronouns ("We" rather than "I").

The first two practices give executives the knowledge they need; the next four help them convert this knowledge into effective action; the last two ensure that the entire organization feels responsible and accountable, and will thus be more willing to become engaged. "I'm going to throw in one final, bonus practice. This one's so important that I'll elevate it to the level of a rule: [begin italics] Listen first, speak last." [end italics]

This volume consists of eight separate but interdependent essays that begin with "Effectiveness Can Be Learned" and conclude with "Effective Decisions." Actually, there is a "Conclusion" in which Drucker asserts that "Effectiveness Must Be Learned." I agree. The essays are arranged in a sequence that parallels a learning process that prepares an executive to "assume responsibility, rather than to act the subordinate, satisfied only if he `pleases the boss.' In focusing himself and his vision on contribution the executive, in other words, has to think through purposes and ends rather than means alone."

I highly recommend this to all executives who need an easy-to-read collection of reminders of several basic but essential insights from one of the most important business thinkers, Peter Drucker. I also presume to suggest that they, in turn, urge each of their direct reports to obtain a copy and read it. The last time I checked, Amazon sells a paperbound edition for only $11.55. Its potential value is incalculable.
110 people found this helpful
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Gregory Marton
4.0 out of 5 stars " "What's best for the org
Reviewed in the United States on May 24, 2016
Verified Purchase
Trigger warning: blatant, ugly sexism and heaps of unexamined privilege.
Dated: Points are made using anecdotes referring to products and companies that may not be familiar to modern readers.

If you can get past the above, there's a lot of value in the ideas themselves. The last chapter, on the role of computers, is positively prescient.

Some notes from early in the book (I ended up skimming much of the rest):

0 – Preface
Defining "executive" as knowledge worker in an org.
Asks: "What needs to be done?" "What's best for the org?"; Thinks and says "we".
Develops action plans, sticks to the top of it, then re-evaluates.
Take responsibility for decisions and communicating those decisions appropriately.
Name accountable participants (to do), those affected (to consult), and followers (to inform).
Set a deadline.
Focus on opportunities, rather than problems, even in people-management.
Run effective meetings.
To prepare a document: make draft before, appoint a finalizer.
To announce: just announce and discuss the announcement.
To report in depth: discuss nothing else.
To gather all reports: timebox each report; either pre-report in writing or allow clarifications only, leaving questions to post-report in writing.
To inform an executive: executive should listen, ask questions, and sum up.
Aura of the executive: cannot be effective, but may yield opportunities.
Always set agenda and meeting type, and always follow up in summary and next steps.

1 – Effectiveness can be Learned
For skilled/routine work, need efficiency, responsiveness. Not enough for executive.
"Executive" is anyone who "is responsible for a contribution that materially affects the capacity of the organization to perform and obtain results" (5).
"Realities":
Time belongs to everyone else, always in meetings
Strong temptation to react, to "operate", rather than envision and direct.
Effective only when others use their contributions; must communicate.
Org-goggles skew the realities of the outside world that the org operates in.
"The danger is that executives will become contemptuous of information and stimulus that cannot be reduced to computer logic … may become blind to everything that is perception (event), rather than fact (after the event). The tremendous amount of computer information [in 1967!] may thus shut out access to reality. Eventually the computer should make executives aware of their insulation and free them for more time on the outside. In the short run, however, there is a danger of acute 'computeritis'." (17)
Promise: you don't have to become smarter or learn more specialties or get a different personality, just acquire the habits of effectiveness:
Know where their time goes and manage it.
Focus on outward contribution, rather than work to be done.
Prioritize! First things first and second things not at all.
Strategic decisions, not tactics; judgment based on "dissenting opinions", not "consensus on the facts".

2 – Know Thy Time
Do not start with tasks and plans. Instead:
Measure where your time goes. (Profiling before optimization, in cs terms)
Manage it to reduce unproductive efforts.
Consolidate discretionary time into larger chunks.
Time is extremely scarce, inelastic (no price/marginal utility curve), perishable.

Interaction necessitates human trust and contact, which takes time; Interaction is the basis for much of knowledge and executive work; Interaction is slow and very human, at the basis with sitting down with everyone, having lunch/tea, answering questions, talking about other things, asking their view of the organization, its interactions with the world, what needs to be done; .: In ever larger organizations, ever more time is needed for such interactions. One can try to isolate with "spans of control" so it's not quite quadratic, but it's still bad.

Managing:
Eliminate activities without impact. "What would happen if this didn't?"
Delegate Shun not one's own work, but whatever doesn't *have to be* one's work.
[I might add: shed responsibilities for which one does not have authority and vv.]
Ask: "What do I do that wastes your time, without contributing to your effectiveness?"
Pruning too much is a mistake that squeaks, and so is easily corrected.
Fix "crises" that require "heroism": after the second time, it should be planned.
Fix "drama" into routine "boring" by crystallizing lessons learned into practice.
"Interaction" as above, can waste time in overstaffed situations. Symptom: manager spends time on feuds, interpersonal problems.
Excess of meetings — due to ineffective meetings? Better organize offline.
Fix poor flows of information: those in charge of resources should be aware of their availability, get the tools to profile performance for each need, etc.

Consolidating:
Spend long enough, not too long, and during that time, focus attention ruthlessly.
Example: [1.5h mtg w/o interruptions, 0.5h reactive/messages/etc.] repeat.
Many try to consolidate secondary matters and leave the rest of the time for primary ones. Instead, estimate time for primaries, allocate it, stick to it, and care less about the secondary ones. Urgent/unpleasant matters should encroach on those, not on primary.
Deadlines serve as indicators when time is getting away from you, that you need to better track yourself, and better prune and consolidate.
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Top reviews from other countries

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Felipe Razera Marchini
5.0 out of 5 stars Efetividade
Reviewed in Brazil on November 16, 2022
Verified Purchase
Livro bem interessante que traz todos pilares sobre efetividade, explicando passo a passo como ser mais efetivo, suas práticas e os resultados que traz para seu próprio desenvolvimento e os resultados das organizações.
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REVIEW GOD
5.0 out of 5 stars A Timeless Classic on Leadership and Execution 📘⌛
Reviewed in the United Kingdom on April 22, 2024
Verified Purchase
Peter Drucker's "The Effective Executive" is a seminal work that has stood the test of time, offering invaluable insights into the art of management and leadership. This commemorative hardcover edition, with a foreword by Jim Collins, pays tribute to Drucker's enduring legacy and the timeless wisdom contained within its pages. 🏆

Pros:
✅ Concise and Impactful: Drucker's writing is succinct yet profound, distilling complex concepts into actionable practices that resonate across industries and eras. 📝
✅ Enduring Relevance: Despite being written decades ago, the principles outlined in this book remain remarkably relevant in today's fast-paced business world. 🌐
✅ Practical Guidance: From managing time effectively to mobilizing strengths and setting priorities, Drucker provides a roadmap for executives to achieve genuine effectiveness. 🗺️

Cons:
❌ Dense at Times: While concise, certain sections may require careful re-reading and reflection to fully internalize the insights. 🤔
❌ Historical Context: Some examples or references may feel dated, though the underlying principles remain evergreen. ⌛

As someone who has read and re-read this book over the years, I can attest to its enduring value. Drucker's dissection of the executive's role and the habits essential for effectiveness is both enlightening and practical. 💡 His emphasis on "getting the right things done" and avoiding unproductive activities resonates deeply in our distraction-filled world.

This commemorative edition is a beautiful tribute to a true management giant. Whether you're a seasoned executive or an aspiring leader, "The Effective Executive" is a must-read that will undoubtedly sharpen your focus, prioritization, and decision-making abilities. Drucker's wisdom transcends time, making this book an invaluable addition to any business library. 📚🌟
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Pratik
5.0 out of 5 stars One of the best business books I've read
Reviewed in India on December 10, 2023
Verified Purchase
The book's strength is the systemacity, depth and rigor of its thought. The legendary author approaches Management as a science, shunning mysticism and romance, and by doing so, constructs a discipline of principles that can be learnt and applied for effective performance in any extended endeavor. This is a guidebook not just for an individual in an organization, but the organization of an individual's habits for his own effectiveness. I would recommend it anyone concerned with performance.
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Mario
5.0 out of 5 stars Ottimo libro
Reviewed in Italy on March 4, 2023
Verified Purchase
Un libro must have per qualsiasi lavoratore di concetto
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Jorge Agudo Praena
5.0 out of 5 stars A must read not just for executives
Reviewed in Spain on May 25, 2019
Verified Purchase
The book is very clear in the organisation and explanation of the topics, and the author's style is enjoyable, so it's very easy to read. The multiple examples provided in the book make it straightforward to follow the explanations.
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