Effective executives know that they have authority only because they have the trust of the organization. This means they must think of the needs and opportunities of the organization before they think of their own. The author also suggests a ninth practice that's so important, he elevates it to the level of a rule: Listen first, speak last.
Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned. To discover eight practices such as running productive meetings and focusing on opportunities that can help executives excel in their role.
Brought to you by:. Article Classic. What's included: Educator Copy. Not teaching at a university? Register as a student Register as an individual. Overview Included Materials Related. In addition, his ideas have a huge impact on the formation of modern companies.
His thirty-nine books and numerous articles discuss how humans organize themselves in businesses, governments, and non-profit institutions. No one writes in a smarter or more patient way about management and its functions than Drucker.
In this book, he teaches the reader how to think productively about what you do. It is, therefore, recommended to all executives. Even those that are already considered effective can take advantage of reading, which becomes very informative and enlightening. Definitely a must-reading for future managers and entrepreneurs! Do you have no time to read now?
Then download the free PDF and read wherever and whenever you want:. For the executive - the ultimate "knowledge worker" - this means managing your own effectiveness, which is not such a difficult task. It involves adopting some specific practices and five crucial habits. To be more productive, Peter Drucker says to adopt these eight practices:. Executives can be brilliant , imaginative, and informed, but inefficient.
Effective executives are systematic. They work hard in the right areas and their results define them. They are knowledgeable professionals who help the company to beat its goals. The best leaders see beyond mere administrative tasks and try to pursue important trends that can affect their organizations. Unfortunately, positions of authority actually conspire against their professional effectiveness.
An executive's time belongs to everyone in the organization. In addition, when people inside or outside the company need to interact with someone, they feel free to interrupt.
This constant concentration break decreases productivity. Most organizations have separate sectors, in which individual specialists focus on specific pursuits - accounting, legal, research and development, and data management. Each group has separate goals and agendas, but its executives often need to combine their efforts. Unfortunately, many of them have no control over specialists in other areas and may not get support when needed. Leaders work deeply within their organizations.
But these links are important because the organization does not survive without favorable external outcomes, such as increased sales , good public relations, and strong distribution support. Moreover, for any company, external reality controls almost everything of value. Unfortunately, as companies move forward, many executives lose touch with this crucial external context. Effectiveness tends to fall while focusing more on computer-generated data on operations than on the reality of the market.
To manage your time well, Peter Drucker gives these three steps:. So, write down how long each task takes. Then, use this record as a guide to delegating certain tasks and activities. Add these items to the reports your subordinates give you, but always ask if it is not a waste of time.
If so, make some changes. The more effective your team is, the more effective you become. Do you have a good system ready to protect your time? If you routinely experience any crisis in relation to it, as a "rush" to conduct an annual inventory, then you need one. Plan better recurring events to save time. Sometimes having lots of people involved can be a waste of time as employees interact among themselves instead of doing the activities.
Decrease as few meetings as possible by speaking only as necessary. So, determine how much free time you have, so you can use it well, and then consolidate the information. Set aside this time period to be productive. Do you care more about your team's daily activities than about the results they present?
An effective sales manager is not someone who runs the sales department, but someone who makes the company sell more products. Create Alert Alert. Share This Paper. Background Citations. Methods Citations. Topics from this paper.
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