The Effective Executive by Peter Drucker — A Book Summary

Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to ... AboutMe5StarBooks4StarBooks3StarBooksPodcastTheEffectiveExecutivebyPeterDrucker—ABookSummaryRaviKumar.FollowDec25,2017·19minreadRating:4/5GoalsDrivenLifeNewsletterTherearealwaysacoupleofthingsthatyouknowyouaregreatat.IknowIamgreatatwritingawesomeinspirational…eepurl.comPeterDrucker’sbookTheEffectiveExecutivewasoneofmytoppicksfor2018.Iwouldrecommenditstronglytoallworkingprofessionals(knowledgeworkersasPetercallstheminthebook)nomatterwheretheyareonthetotempoleoftheirorganization.Iwouldnothesitatetosaythatifyouapplytheprincipleslaidoutinthebookwithdiscipline,thiswouldelevateyoureffectivenesstomanynotcheshigher.Iamgoingtorevisitthebookmanytimesoverinmycareer.Hopeyouenjoythesummary:Thebookhassevenchapters:EffectivenessCanBeLearntKnowThyTimeWhatCanIContribute?MakingStrengthProductiveFirstThingsFirstTheElementsofDecisonMakingEffectiveDecisionsChapter1:EffectivenessCanBeLearntThesubjectofthebookismanagingoneselfforeffectiveness.Executiveswhodonotknowhowtomakethemselveseffectiveintheirownjobandworksetthewrongexample.Tobeeffectivedoesnotrequirespecialgifts,specialaptitudeortraining.Effectivenesscanbepracticedtillitbecomesahabit.Withouteffectivenessthereisnoperformance.Intelligence,imaginationandknowledgeareessentialresources,butonlyeffectivenessconvertsthemtoresults.Whoisanexecutive?Everyknowledgeworker—managersorindividualprofessionals—inmodernorganisationisanexecutiveiftheyareexpectedbythevirtueoftheirpositionortheirknowledgetomakedecisionsinthenormalcourseoftheirworkthathavesignificantimpactontheperformanceandresultsofthewhole.Hemusttakeresponsibilityforhiscontribution.Heissupposed,byvirtueofhisknowledge,tobebetterequippedtomaketherightdecisionthananyoneelse.Knowledgeworkisnotdefinedbyquantity.Neitherisdefinedbyitscosts.Itisdefinedbyitsresults.Therearefivehabitsofthemindthathavetobeacquiredtobeaneffectiveexecutive:Effectiveexecutivesknowwheretheirtimegoes.Theyworksystematicallyatmanagingthelittleoftheirtimethatcanbebroughtundertheircontrol.Effectiveexecutivesfocusonoutwardcontribution.Theygeartheirresultstowardsresultsratherthantowork.Effectiveexecutivesbuildonstrengths—theirownstrengths,thestrengthsoftheirsuperiors,colleaguesandsubordinates.Theydonotbuildonweakness.Theydonotstartoutwiththethingstheycannotdo.Effectiveexecutivesconcentrateonthefewmajorareaswheresuperiorperformancewillproduceoutstandingresults.Theyforcethemselvestosetprioritiesandstaywiththeirprioritydecisions.Theyknowthattheyhavenochoicebuttodofirstthingsfirst—andsecondthingsnotatall.Effectiveexecutivesmakeeffectivedecisions.Chapter2:KnowThyTimeEffectiveexecutivesdonotstartwiththeirtasks.Theystartwiththeirtime.Andtheydonotstartoutwithplanning.Theystartbyfindingoutwheretheirtimeactuallygoes.Thentheymanagetheirtimebycuttingbackunproductivedemandsontheirtime.Finallytheyconsolidatetheirtimeintolargestpossiblecontinuousunits.Thisthreestepprocessisthefoundationofexecutiveeffectiveness:1)Recordingtime2)Managingtime3)Consolidatingtime.Executiveeffectivesknowtimeisthelimitingfactor.Unlikeotherresources,onecannotrent,hire,buy,orobtainmoretime.Theeffectiveexecutiveknowsthattomanagehistime,hefirsthastoknowwhereitactuallygoes.Tobeeffective,eachknowledgeworkerneedstobeabletodisposeofftimeinfairlylargechunks.Tohavesmalldribsanddrabsoftimewillnotbesufficienteveniftotalisanimpressivenumberofhours.Sincetheknowledgeworkerdirectshimself,hemustunderstandwhatachievementisexpectedofhimandwhy.Whereverknowledgeworkersperformwellinlargeorganization,seniorexecutivestaketimeout,onaregularschedule,tositdownwiththem,sometimesallthewaydowntogreenjuniors,andask:“Whatshouldweattheheadoftheorganizationknowaboutyourwork?Whatdoyouwanttotellmeregardingtheorganization?Wheredoyouseeopportunitieswedonotexploit?Wheredoyouseedangerstowhichwearestillblind?Whatdoyouwanttoknowfrommeabouttheorganization?Withouttheaboveconversationfromthemanagement,theknowledgeworkereitherloseenthusiasmandbecometime-servers,ortheydirecttheirenergiestowardtheirspecialityandawayfromtheopportunitiesandneedsoftheorganization.“Delegation”asatermisamisunderstanding.Butgettingridofanythingthatcanbedonebysomebodyelsesothatonedoesnothavetodelegatebutcanreallygettoone’sownwork—thatisamajorimprovementineffectiveness.Effectiveexecutivesasksystematically—“WhatdoIdothatwastesyourtimewithoutcontributingtoyoureffectivess?”Meetinginvitationtemplatesothatyoudontwasteeveryone’stime—“IhaveaskedMrXandYtomeetwithmeon(X.X.XXX)inRoomXYZtodiscussbudget.Pleasecomeifyouneedtheinformationorwanttotakepartinthediscussion.Butyouwillinanyeventreceiverightawayafullsummaryofthediscussionandofanydecisionsreached,togetherwiththerequestforyourcomments.”.Inthisinvitationformat,noonefeelsleftout.Therearethreediagnosticquestionstodealwithunproductiveandtime-consumingactivitiesthatexecutivesshouldask:Time-wastesoftenresultfromoverstaffing.Thereisafairlyreliablesymptomofoverstaffing.Iftheseniorpeopleinthegroupspendmorethanone-tenthoftheirtimeonproblemsofhumanrelations,onfeudsandfrictions,onjurisdictionaldisputes,thentheworkforceisalmostcertainlytoolarge.Inaleanorganization,peoplehaveroomtomovewithoutcollidingwithoneanother,andcandotheworkwithouthavingtoexplainitallthetime.Theexcuseforoverstaffingisalwaystheneedforaspecialistintheteamjustincaseweneedhim.Oneshouldonlyhaveonateamtheknowledgesandskillsthatareneededdayindayoutforthebulkofthework.Specialistswhoareneededonceinawhileshouldalwaysremainoutside,andhiredoncontract.2.Anothercommontime-wasterismalorganization.It’ssymptomisanexcessofmeetings.Wemeetbecausepeopleholdingdifferentjobshavetocooperatetogetaspecifictaskdone.Wemeetbecausetheknowledgeandexperienceneededinaspecificsituationarenotavailableinonehead,buthavetobepiecedtogetheroutoftheexperienceandknowledgeofseveralpeople.Everymeetinggeneratesahostoflittlefollow-upmeetings—someformal,someinformal,butbothstretchingoutforhours.Meetingsthereforeneedtobepurposefullydirected.Anundirectedmeetingisnotjustanuisance,butadanger.Meetingshavetobeanexceptionratherthantherule.Asarule,meetingsshouldneverbeallowedtobecomethemaindemandonanexecutive’stime.Toomanymeetingssignifythatworkthatshouldbeinonejoboronecomponentisspreadoverseveraljobsorseveralcomponents.Theysignifythattheresponsibilityisdiffused.3.Thelastmajortime-wasterismalfunctionininformation.Alwaysbethoroughlypreparedformeetingsanddoyourhomework.Seniorexecutivesrarelyhaveasmuchasonequarteroftheirtimetrulyattheirdisposalandavailablefortheimportantmatters,themattersthatcontribute,thematterstheyarebeingpaidfor.Thehigherupanexecutive,thelargerwilltheproportionofhistimethatisnotunderhiscontrolandnotspentoncontribution.Therefore,theeffectiveexecutiveknowsthathehastoconsolidatehisdiscretionarytime(thetimethatmakesrealcontribution).Heknowsthatheneedslargechunksoftimeandsmallchunksareofnovalueatall.Someseniormenworkathomeonedayaweek:acommonmethodfortimeconsolidation.Otherpeopleschedulealltheoperatingwork—meetings,reviews,problemsession—fortwodaysaweek,andsetasidemorningsoftheremainingdaysforconsistent,containingworkonmajorissues.EffectiveexecutivesstartbyESTIMATINGhowmuchdiscretionarytimetheycanrealisticallycalltheirown.Thentheysetasidecontinoustimeintheappropriatemanner.Alleffectiveexecutivescontroltheirtimemanagementperpetually.Theynotonlykeepacontinuinglogandanalyseitperiodically,theysetthemselvesdeadlinesfortheimportantactivities,basedontheirjudgementanddiscretionaryactivities.Chapter3:WhatcanIcontribute?Theeffectiveexecutivefocussesoncontribution.Heasks:“WhatcanIcontributethatwillsignificantlyaffecttheperformanceandtheresultsoftheinstitutionIserve?”.Hisstressisonresponsibility.Agreatmajorityofexecutivesfocusdownward.Theyareoccupiedwitheffortsratherthanwithresults.Theyworryaboutwhattheorganizationandtheirsuperiorsowethemandshoulddoforthem.Themanwhofocusesoneffortsandandwhostresseshisdownwardauthority,isasubordinatenomatterhowexaltedhistitleandrankis.Butthemanwhofocusesoncontributionandwhotakesresponsibilityforresults,nomatterhowjunior,isinthemostliteralsense,“topmanagement”.Theexecutiveswhodonotaskthemselves,“WhatcanIcontribute?”arenotonlylikelytoaimtoolow,theyarelikelytoaimatthewrongthings.Theymaydefinetheircontributionstoonarrowly.Everyorganizationneedsperformanceinthreeareas:Itneedsdirectresults:Theyplaytherolecaloriesplayinthenutritionofthehumanbody.Buildingofvaluesandtheirreaffirmation:Theyplayaroleofvitaminsandminerals.Therehastobesomethingthisorganizationstandsforelseitdegeneratesintodisorganisation,confusionandparalysis.Buildinganddevelopingpeoplefortomorrow.:Theorganizationthereforehastoprovidetodaythemenwhocanrunittomorrow.Ithastorenewitshumancapital.Alltheabovethreehavetobuiltintothecontributionofeveryexecutive.Peopleadjusttothelevelofdemandsmadeonthem.Theexecutivewhosetshissightsoncontribution,raisesthesightsandstandardsofeveryonewithwhomheworks.Commitmenttocontributioniscommitmenttoresponsibleeffectiveness.Withoutit,amanshortchangesitself,depriveshisorganisation,andcheatsthepeopleheworkswith.TheRightHumanRelationsExecutivesinanorganizationdonothavegoodhumanrelationsbecausetheyhavea“talentforpeople”.Theyhavegoodhumanrelationsbecausetheyfocusoncontributionintheirownworkandintheirrelationshipsforothers.TheEffectiveMeetingThemeeting,thereport,orthepresentationarethetypicalworksituationoftheexecutive.Theyarehisspecific,everydaytools.Theyalsomakegreatdemandsonhistime.Effectiveexecutivesknowwhattheyexpecttogetoutofameeting,areport,orapresentationandwhatthepurposeofthemeetingorpresentationshouldbe.Theyaskthemselves,“whyarewehavingthismeeting?””Dowewantadecision,ordowewanttoinform,ordowewanttomakecleartoourselveswhatweshouldbedoing?”Theyinsistthatthepurposebethoughtthroughandspeltoutbeforeameetingiscalled.Theeffectiveexecutivealwaysstatesattheoutsetofameetingthespecificpurposeandcontributionitistoachieve.Hedoesnotallowameetingcalledtoinformtodegenerateintoabrainstormingsessioninwhicheveryonesharesabrightidea.Healwaysattheendofthemeetings,goesbacktotheopeningstatementandrelatesthefinalconclusionstotheoriginalintent.Thecardinalruleofthemeetingistofocusfromstartoncontribution.Tofocusoncontributionistofocusoneffectiveness.Thefocusoncontributionbyitselfsuppliesthefourbasicrequirementsofeffectivehumanrelations:CommunicationsTheharderthesuperiortriestosaysomethingtohissubordinate,themorelikelyitisthatthesubordinatewillmishear.Hewillhearwhatheexpectstohearratherthanwhatisbeingsaid.Effectiveexecutiveswhotakeresponsibilityforcontributionintheirownworkwillasaruledemandthattheirsubordinatestakeresponsibilitytoo.Thewillasktheirmen:“Whatarethecontributionsforwhichthisorganizationshouldholdyouaccountable?””Whatshouldweexpectofyou?””Whatisthebestutilisationofyourknowledgeandability?”.Andthencommunicationbecomeseasy.Oncethesubordinatehasthoughtthroughwhatcontributionisexpectedofhim,thesuperiorhasboththerightandtheresponsibilitytotojudgethevalidityofthecontribution.2.TeamworkThefocusoncontributionleadstocommunicationsidewaysandtherebymakingteamworkpossible.Thesepeoplehavetoworktogethervoluntarilyandaccordingtothelogicofthesituationandthedemandsofthetask,ratherthanaccordingtoaformaljurisdictionalstructure.3.Self-developmentThemanwhoasksofhimself,“WhatisthemostimportantcontributionIcanmaketotheperformanceofthisorganisation?”Asksineffect,“Whatself-developmentdoIneed?WhatknowledgeandskilldoIneedtoacquiretomakethecontributionIshouldbemaking?”“WhatstandardsdoIhavetosetmyself?”“WhatstrengthsshouldIputtowork?”4.DevelopmentofothersTheexecutivewhofocusesoncontributionalsostimulatesotherstodevelopthemselves,whethertheyaresubordinates,colleaguesorsuperiors.Hesetsstandardsthataredemandsforexcellence.Theyaredemandsforhighaspiration,forambitiousgoals,andforworkofgreatimpact.Knowledgeworkersgrowaccordingtothedemandstheymakeonthemselves.Thegrowaccordingtowhattheyconsidertobeachievementandattainment.Iftheydemandlittleofthemselves,theywillremainstunted.Iftheydemandagooddealofthemselves,theywillgrowtogiantstature.Chapter4:MakingstrengthproductiveTheeffectiveexecutivemakesstrengthproductive.Heknowsthatonecannotbuildonweakness.Toachieveresults,onehastousealltheavailablestrengths—thestrengthsofassociates,thestrengthsofthesuperior,andone’sownstrengths.Thesestrengthsarethetrueopportunities.Thesestrengthscanmaketheweaknessesirrelevant.Theeffectiveexecutivedoesnotmakestaffingdecisionsbasedonminimisingweaknessbuttomaximisestrength.Whoevertriestostaffanorganizationtoavoidweaknesswillendupatbestwithmediocrity.Strongpeoplealwayshavestrongweaknesstoo.Humanexcellencecanonlybeachievedinonearea,oratmostinaveryfew.Tofocusonwhatthereisnotandtofocusonweaknessiswasteful.Achievementmustbemeasuredagainstobjectivecriteriaofcontributionandperformance.Thisispossibleonlyifjobsaredefinedandstructuredimpersonally.Otherwiseinnotime,personneldecisionswillbemadeon“DoIlikethisfellow?”Or“Willhebeacceptable?”Ratherthanbyasking“Ishethemanmostlikelytodoanoutstandingjob?”Structuringjobstofitpersonalityisalmostcertaintoleadtofavouritismandconformity.Noorganizationcanaffordeither.Itneedsequityandimpersonalfairnessinitspersonneldecisions.Orelseitwillloseitsgoodpeople.Themenwhobuildfirstclassexecutiveteamsarenotusuallyclosetotheirimmediatecolleaguesandsubordinates.Pickingpeopleforwhattheycandoratherthanonpersonallikesanddislikes,theyseekperformance,notconformance.Toinsurethisoutcome,theykeepadistancebetweenthemselvesandtheirclosecolleagues.Howdoeffectiveexecutivesstaffforstrength?Theeffectiveexecutivefirstmakessurethatthejobiswelldesigned.Andifexperiencetellshimotherwise,hedoesnothuntforgeniustodotheimpossible.Heredesignsthejob.Heknowsthatthetestoftheorganizationisnotgenius.Itisitscapacitytomakecommonpeopleachieveuncommonperformance.Theeffectiveexecutiveknowsthattogetstrengthonehastoputupwithweaknesses.Theeffectiveexecutivewillask:“Doesthismanhavestrengthinonemajorarea?Andthisstrengthrelevanttothetask?Ifheachievesexcellenceinthisonearea,willitmakeasignificantdifference?Andiftheansweris“yes”,hewillgoaheadandappointtheman.Itmustbeanunbreakableruletopromotethemanwhobythetestofperformanceisbestqualifiedforthejobtobefilled.Conversely,itisthedutyoftheexecutivetoremoveruthlesslyanyone,especiallyamanager,whoconsistentlyfailstoperformwithhighdistinction.Toletsuchamanstaycorruptstheothers.Asuperiorhasresponsibilityfortheworkofothers.Healsohaspoweroverthecareersofothers.Makingstrengthsproductiveismuchmorethanessentialofeffectiveness.Itisamoralimperative,aresponsibilityofauthorityandposition.‘Tofocusonweaknessisnotonlyfoolish,itisirresponsible.Asuperiorowesittohisorganisation,tomakethestrengthofeveryoneofhissubordinatesasproductiveasitcanbe.Organizationmustservetheindividualtoachievethroughhisstrengthsandregardlessofhislimitationsandweakness.HowdoImanagemyboss?Theeffectiveexecutivetriestomakefullyproductivethestrengthsofhissuperior.Makingthestrengthofthebossproductiveisakeytothesubordinate’sowneffectiveness.Theeffectiveexecutiveacceptsthatthebossishumanandhashisstrengthsandlimitations.Effectiveexecutivesdoesnotworrytoomuchoverwhatthebosscannotdo.Hethereforeasks:“Whatcanmybossdoreallywell?”“Whathashedonereallywell?”“Whatdoesheneedtoknowtousehisstrength?””Whatdoesheneedtogetfrommetoperform?”Chapter5:Firstthingsfirst:Theonesecretofeffectivenessisconcentration.Effectiveexecutivesdofirstthingsfirstandtheydoonethingatatime.Theneedtoconcentrateisgroundedinthenatureoftheexecutive’sjob.Themoreanexecutiveworksatmakingstrengthsproductive,themorewillhebecomeconsciousoftheneedtoconcentrateonmajoropportunities.Thisistheonlywaytogetresults.Themoreonecanconcentratetime,effortandresources,thegreaterthenumberofdiversityandtasksonecanactuallyperform.Theexecutivewhowantstobeeffectiveandwhowantshisorganizationtobeeffectivepolicesallprograms,allactivities,alltasks.Healwaysasks:“Isitstillworthdoing?”Andifitisn’t,hegetsridofitsoastobeabletoconcentrateonthefewtasksthatifdonewithexcellencewillmakeadifference.DuPonthasbeendoingbetterthanitscompetitorsbecauseitabandonsaproductoraprocessbeforeitbeginstodecline.Theneedtosloughofftheoutwornoldtomakepossibletheproductivenewisuniversal.PrioritiesandPosterioritiesCourageratherthananalysisdictatesthetrulyimportantrulesforidentifyingpriorities:Pickthefutureasagainstthepast.Focusonopportunityratherthantheproblem.Chooseyourowndirectionratherthanclimbthebandwagon.Aimhigh,aimforsomethingthatwillmakeadifference,ratherthansomethingthatissafeandeasytodo.Chapter6:TheelementsofdecisionmakingDecisionmakingisoneofthetasksofanexecutive.Effectiveexecutives,makeeffectivedecisions.Effectiveexecutives,donotmakeagreatmanydecisions.Theyconcentrateontheimportantones.Theytrytomakethefewimportantdecisionsonthehighestlevelofconceptualunderstanding.Theywantimpactratherthantechnique.Theywanttobesoundratherthanclever.Effectiveexecutivesknowwhenadecisionhastobebaseduponprincipleandwhenitshouldbebaseduponthemeritsofthecaseandpragmatically.Unlessadecisionhas“degeneratedintowork”itisnotadecision;itisatbestagoodintention.TheFiveElementsoftheDecisionProcess:Thefirstquestionaneffectivedecisionmakerasks:“Isthisagenericsituationoranexception?””Isthissomethingthatunderliesagreatmanyoccurrences?Oristheoccurrenceauniqueeventthatneedstobedealtassuch?Thegenericalwayshastobeansweredthrougharule,aprinciple.ThedecisionprocessisClearspecificationsastowhatthedecisionhastoaccomplish.Whataretheobjectivesthedecisionhastoreach?Whataretheminimumgoalsithastoattain?Whataretheconditionsithastosatisfy-knownasboundaryconditions?Themoreconciselyboundaryconditionsarestated,thegreaterthelikelihoodthatthedecisionswillbeeffective.“Whatistheminimumneededtoresolvethisproblem?”Istheforminwhichboundaryconditionsareprobed.3.Onehastostartwithwhatisrightratherthanwhatisacceptable-preciselybecauseonealwayshastocompromiseattheend.Butifonedoesnotknowwhatisrighttosatisfythespecificationsandboundaryconditions,onecannotdistinguishbetweentherightcompromiseandthewrongcompromise.4.Convertingthedecisionintoactionisthefourthmajorelementinthedecisionprocess.Decisionwillnotbecomeeffectiveunlesstheactioncommittmentshavebeenbuiltintothedecisionfromthestart.5.Finally,afeedbackhastobebuiltintoadecisiontoprovideacontinuoustesting,againstactualevents,oftheexpectationsthatunderliethedecision.Oneneedsreportsandfigures.Butunlessonebuildsone’sfeedbackarounddirectexposuretoreality,onecondemnsoneselftoasteriledogmatismandwithittoineffectiveness.Chapter7:EffectiveDecisionsAdecisionisajudgement.Itisachoicebetweenalternatives.Itisrarelyachoicebetweenrightandwrong.Theeffectiveexecutiveknowsthatpeopledonotstartoutwiththesearchforfacts.Theystartoutwithanopinion.Peopleinevitablystartoutwithanopinion:toaskthemtosearchforfactsfirstisevenundesirable.Theonlyrigorousmethod,theonlyonethatenablesustotestanopinionagainstreality,isbasedontheclearrecognitionthatopinionscamefirst-andthatisthewayitshouldbe.Theeffectiveexecutiveencouragesopinions.Hethenasks:“Whatwouldthefactshavetobetomakethisopiniontenable?”Heinsiststhatpeoplewhovoiceanopinionalsotakeresponsibilityfordefiningwhatfactualfindingscanbeexpectedandshouldbelookedfor.Thefirstruleofdecisionmakingisthatonedoesnotmakeadecisionunlessthereisdisagreement.Decisionsaremadewellonlyifbasedontheclashofconflictingviews,thedialoguebetweendifferentpointsofview,thechoicebetweendifferentjudgements.Effectiveexecutivesarenot“intuitive”decisionmakers.Theyemphasisetotesttheopinionsagainstfacts.EveryoneoftheeffectivePresidentsinAmericanhistoryhadhisownmethodofproducingdisagreementheneededinordertomakeaneffectivedecision.Eachcreatedthedisagreementheneededforsomeunderstandingofwhatthedecisionisallabout.Therearethreemainreasonsfortheinsistenceondisagreement:Itistheonlysafeguardagainstthedecisionmaker’sbecomingtheprisoneroftheorganisation.Theonlywaytobreakoutoftheprisonofpreconceivednotionsistomakesureofargued,documented,thought—throughdisagreements.Disagreementsalonecanprovidealternativestoadecision.Adecisionwithoutanalternativeisagamblers’throw.Disagreementisneededtostimulatetheimagination.Theeffectiveexecutiveusesconflictofopinionasatooltomakesureallmajoraspectsofanimportantmatterarelookedatcarefully.Thereisonefinalquestiontheeffectiveexecutiveasks—“Isadecisionreallynecessary?”Onealternativeisalwaysthealternativeofdoingnothing.Onehastomakeadecisionwhenaconditionislikelytodegenerateifnothingisdone.Thegreatmajorityofdecisionswillliebetweentheseextremes.Theproblemisnotgoingtotakecareofitself;butitisunlikelytoturnintodegenerativemalignancy.Theopportunityisonlyforimprovementratherthanforrealchangeandinnovation;butitisstillquiteconsiderable.Ifwedonotact,wewillinallprobabilitysurvive.Butifwedoact,wemaybebetteroff.Inthissituation,theeffectivedecisionmakercompareseffortandriskofactiontoriskofinaction.Guidelines:Actifonbalance,thebenefitsgreatlyoutweighcostandrisk;Actordonotact;butdonot“hedge”orcompromise.Conclusion:EffectivnessmustbelearnedThebookrestsontwopremises:Theexecutive’sjobistobeeffectiveEffectivenesscanbelearntEffectivenessisnota“subject”,butaself-discipline.Steps:Recordingwherethetimegoes.Ifdonewithcontinuity,recordingone’stimewillnudgeamantowardsnextstepsforgreatereffectiveness.Inthisstep,theexecutivedisciplineshimselftothinkthroughthereasonwhyheisonpayrollandthecontributionheoughttomake.Theanswersshouldleadtodemandsonhimselfforhighstandards.Thesequestionsasktheexecutivetoassumeresponsibilityratherthanbesatisfiedifhe“pleasestheboss”.Makingstrengthsproductive—Theexecutiveintegratesindividualpurposeandorganizationneeds,individualcapacityandorganizationresults,individualachievementandorganizationopportunity.Theeffectivedecisionisconcernedwithrationalaction.Itrequiresbothprocedureandanalysis,butitsessenceisanethicsofaction.Selfdevelopmentoftheeffectiveexecutiveiscentraltothedevelopmentoftheorganization.Asexecutivesworktowardsbecomingeffective,theyraisetheperformancelevelofthewholeorganization.KeytakeawaysfromthebookthatIamgoingtoapplytomyownlifeandwork:Ipromisetobemoreeffectiveatworkafterreadingthisbook.Iwanttotakeprideinbeinganeffectiveexecutive.Iamgoingtotakestockofmyweeklytimefrommycalendarandcreateareportoutofit.(WillupdateonceIamdone)Iamgoingtoblocklongcontinuousblobsoftimeonmycalendar.IamgoingtoaskforfeedbackfrequentlyfrommyteammatesandotherpeoplewithwhomIinteract.Iamgoingtousethismeetinginvitationformat:“IhaveaskedMrXandYtomeetwithmeon(X.X.XXX)inRoomXYZtodiscussbudget.Pleasecomeifyouneedtheinformationorwanttotakepartinthediscussion.Butyouwillinanyeventreceiverightawayafullsummaryofthediscussionandofanydecisionsreached,togetherwiththerequestforyourcomments.”Willsay‘no’toexcessmeetings.Willwriteanotherpostonmanagingmeetings.Iwillsetmyselfdeadlinesforimportantactivities.HavetransparentconversationwithmybossclearlylistingoutmykeycontributionsthatIshouldbeaccountableforandhowmycontributionshouldbemeasured.Thecontributionshouldbeoutcomebased.Iwillaskmyselfbeforeeveryweek,“WhatcanIcontributetotheorganization?”Andthenwritedowntheanswerandreviewitbytheendofthework.IwilluseOKRsastheformat.Icommittoalwaysbepurpose-drivenforameeting.Iwillalwaysbewellpreparedandreadyforallmeetings.Iwillalwaysfocusoncontributionforthemeeting.Iwillalwaysbeginameetingstatingthisupfront:“Whyarewehavingthismeeting?”.Attheendofthemeeting,Iwillagaingobacktotheopeningstatementandsummarizeifweachievedtheintent.Iwillalwaysaskifarecurringmeeting,aframework,awayofdoingthingshaslivedbeyonditsutilityandpromise.Iwillpracticeconcentrationandmindfulnessatmywork.Ifyoulikethispost,youmaybeinterestedinmyemailnewsletterwhereIsharesummarybooknoteseachmonth.Youcanunsubscribeanytime.http://eepurl.com/gDjGOPPowerBooksSummariesofpowerfulbooksthathaveshapedme5065LeadershipManagementAndLeadership4StarReviews506 claps5065PowerBooksSummariesofpowerfulbooksthathaveshapedmeWrittenbyRaviKumar.FollowBuildingnextgenrealestateplatformatPriceHubble&podcasteratproductlessons.com.Iblogaboutproducts,businessaroundproducts,andgrowthstrategies.PowerBooksSummariesofpowerfulbooksthathaveshapedmeMoreFromMediumuncertainty.BaskoroadiBAPEncouragesLeadershipAmongTransatlanticMembersRobert"Bo"ParfetSevenhabitsofhighlytransformativeorganizationsornot!!!(Part1)anmoljain2018BlogRecapBillColettiAttrition:ALeadershipProblem(Part1of2)JamesBrett-EvolvingDigitalLeadershipWhyYourRepsOverestimateSalesForecasts(AndHowtoPreventit)SalesHacker3WaystoLeadaDiverseTeamFullertonMarketsLeadingaPowerfulOffsite&theImportanceoftheFollow-Up.JaclynMauchan