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on April 3, 2009
You know you read the writing of great thinker when the line of text in front of you is simple and yet powerful. Peter Drucker writes like that. The Effective Executive is one of those books that wake up your intellect: simple, unpretentious, direct, based on experience and well practiced art of detecting underlying principles hiding behind our mundane tasks.
Effective managers, according to Peter, follow eight principles:
- Ask "what needs to be done?"
- Ask "what is right?"
- Develop action plans
- Take responsibility for decisions
- Take responsibility for communicating
- Focus on opportunity rather than problem
- Run productive meetings
- Think and say "we" rather than "I"
I like for instance how he describes the taking of responsibility for decisions: a decision has not been made until people know: the name of the person accountable for carrying it out, the deadline, the names of the people who will be affected by it, and the names of the people who will be informed. Simple, isn't it?
A penetrating observation is that in large organisations people tend to be absorbed by what happens inside its boundaries and by perfecting a process regardless of the outside world. The removal of the executive from the customer base is fatal in the long run.
Other thought that I liked is that the effective executive does not make decisions by consensus, but by what is right, even if the decision is not popular. The executive makes a few decisions, but powerful, rather than many razzle-dazzle decisions.
I have this book handy, so that when I have time, I choose to read randomly a page or two. It's like doing meditation. It is simple, elegant and very sharp. I recommend this book to anyone interested in the subject.
Effective managers, according to Peter, follow eight principles:
- Ask "what needs to be done?"
- Ask "what is right?"
- Develop action plans
- Take responsibility for decisions
- Take responsibility for communicating
- Focus on opportunity rather than problem
- Run productive meetings
- Think and say "we" rather than "I"
I like for instance how he describes the taking of responsibility for decisions: a decision has not been made until people know: the name of the person accountable for carrying it out, the deadline, the names of the people who will be affected by it, and the names of the people who will be informed. Simple, isn't it?
A penetrating observation is that in large organisations people tend to be absorbed by what happens inside its boundaries and by perfecting a process regardless of the outside world. The removal of the executive from the customer base is fatal in the long run.
Other thought that I liked is that the effective executive does not make decisions by consensus, but by what is right, even if the decision is not popular. The executive makes a few decisions, but powerful, rather than many razzle-dazzle decisions.
I have this book handy, so that when I have time, I choose to read randomly a page or two. It's like doing meditation. It is simple, elegant and very sharp. I recommend this book to anyone interested in the subject.
on May 1, 2009
I have taught this book in a dozen university courses. It remains a classic for understanding effectiveness in organizations and specifically "how to manage oneself".
Even after 40 years, the book remains relevant. Most of my students, predominantly in their 20s, feel that the book is relevant for today. The examples are a bit dated and the use of the male pronoun throughout is awkward. Nonetheless those minor flaws are far outweighed with systematic writing and practical insight.
For Drucker, effectiveness is habit, a set of practices that can (and must) be learned. It is neither a skill, nor is it knowledge. Instead it is a set of simple practices which simply must be engaged in regularly. Drucker frees us from the idea that effective people are born, have a talent or temperament for effectiveness.
Effectiveness is "getting the right things done". This is very different from efficiency, which is merely "doing things right". Effectiveness is the key to the growth of the entrepreneurial economy.
The five habits of effectiveness are: 1) knowing where your time goes, 2) focus on outward contribution, 3) build on strengths, 4) concentrate on a few areas that produce outstanding results, and 5) make effective decisions.
Drucker walks through these habits in a highly engaging writing style. He explains and illustrates the habits and provides practical information based on his experience with dozens of executives over decades.
While many of Drucker's books are excellent, this is possibly the one that is most widely applicable for anyone who seeks to become more effective and to manage themselves for effectiveness.
Even after 40 years, the book remains relevant. Most of my students, predominantly in their 20s, feel that the book is relevant for today. The examples are a bit dated and the use of the male pronoun throughout is awkward. Nonetheless those minor flaws are far outweighed with systematic writing and practical insight.
For Drucker, effectiveness is habit, a set of practices that can (and must) be learned. It is neither a skill, nor is it knowledge. Instead it is a set of simple practices which simply must be engaged in regularly. Drucker frees us from the idea that effective people are born, have a talent or temperament for effectiveness.
Effectiveness is "getting the right things done". This is very different from efficiency, which is merely "doing things right". Effectiveness is the key to the growth of the entrepreneurial economy.
The five habits of effectiveness are: 1) knowing where your time goes, 2) focus on outward contribution, 3) build on strengths, 4) concentrate on a few areas that produce outstanding results, and 5) make effective decisions.
Drucker walks through these habits in a highly engaging writing style. He explains and illustrates the habits and provides practical information based on his experience with dozens of executives over decades.
While many of Drucker's books are excellent, this is possibly the one that is most widely applicable for anyone who seeks to become more effective and to manage themselves for effectiveness.
on July 7, 2013
Some language and examples are dated, but the observations and techniques remain completely relevant. For example:
- First- and second-level managers nowadays usually don't know anywhere near as much as their people about the job's true challenges and solutions.
- It rarely works to try to make a person something that he/she simply is not. Capitalize on people's skills instead of trying to manufacture skills in them.
- If a person has a major weakness in his role, don't try to fix the situation by splitting the role with another person who has complementary skills and weaknesses. Both will struggle. Things will most likely worsen.
- First- and second-level managers nowadays usually don't know anywhere near as much as their people about the job's true challenges and solutions.
- It rarely works to try to make a person something that he/she simply is not. Capitalize on people's skills instead of trying to manufacture skills in them.
- If a person has a major weakness in his role, don't try to fix the situation by splitting the role with another person who has complementary skills and weaknesses. Both will struggle. Things will most likely worsen.
on May 1, 2017
While the words might be dated, the ideas are not. There is something to be said about being effective and doing the best thing. I encourage you to invest your time and be effective by reading this book.
on May 14, 2017
This was my third time reading Drucker's "The Effective Executive". It was spot on what I needed to hear to stimulate my own self-reflection on how I can improve and contribute more to the greater good.
No matter how crazy the world may seem, there are always changes, advancements, innovations...opportunities to make the world of business and the larger world of management a little bit better.
No matter how crazy the world may seem, there are always changes, advancements, innovations...opportunities to make the world of business and the larger world of management a little bit better.
on November 28, 2015
I am a business owner with two other partners. This book provided some great insight as to how we work as individuals in a work environment, and why we make those decisions. It also helped to clear some of my frustration with some issues at work as it made me realize everyone has a different mindset in how we process information and decisions. I think it's a great read for those that may be trying to better understand their current work environment.
on May 26, 2017
I have read this book twice. Once earlier in my career when I also applied the workbook and again now. It is as relevant as ever. It is written in a way that engages and entertains while it informs. But most importantly the advice herein is simple, practical and illuminating.
on May 22, 2017
I'm a business book junkie, but this is the granddaddy of all executive self-awareness books.
It's also still the best.
Although his examples are dated, Drucker still lays out the cleanest explanation and game plan for anyone who finds themself in the position of leading a company. This book is about both leadership and management, and if you don't understand the difference, all the more reason to buy it.
It's also still the best.
Although his examples are dated, Drucker still lays out the cleanest explanation and game plan for anyone who finds themself in the position of leading a company. This book is about both leadership and management, and if you don't understand the difference, all the more reason to buy it.
on July 10, 2016
This book gives you a very clear understanding of the effective executive. The making, learning and training of him or her. The defining of the EE, how to identify, analyze, decide, improve, develop the traits and behavior of this EE. Great many cases in support of giving you the picture and how it affects the organization, process and outcome.
I would recommend this to anybody who wants to take responsibility over his or her decision making, critical thinking and leadership knowledge and skills.
I would recommend this to anybody who wants to take responsibility over his or her decision making, critical thinking and leadership knowledge and skills.
