The Effective Executive: The Definitive Guide to Getting the ...

What makes an effective executive? The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done. Goodreadshelpsyoukeeptrackofbooksyouwanttoread. Startbymarking“TheEffectiveExecutive:TheDefinitiveGuidetoGettingtheRightThingsDone”asWanttoRead: WanttoRead saving… WanttoRead CurrentlyReading Read Othereditions Enlargecover WanttoRead saving… Errorratingbook.Refreshandtryagain. Ratethisbook Clearrating 1of5stars2of5stars3of5stars4of5stars5of5stars OpenPreview SeeaProblem? We’dloveyourhelp. Letusknowwhat’swrongwiththispreviewof TheEffectiveExecutivebyPeterF.Drucker. Problem: It’sthewrongbook It’sthewrongedition Other Details(ifother):   Cancel Thanksfortellingusabouttheproblem. ReturntoBookPage Notthebookyou’relookingfor? Preview—TheEffectiveExecutive byPeterF.Drucker TheEffectiveExecutive:TheDefinitiveGuidetoGettingtheRightThingsDone by PeterF.Drucker 4.05  ·  Ratingdetails ·  32,613 ratings  ·  906 reviews Whatmakesaneffectiveexecutive?Themeasureoftheexecutive,PeterF.Druckerremindsus,istheabilityto"gettherightthingsdone."Thisusuallyinvolvesdoingwhatotherpeoplehaveoverlookedaswellasavoidingwhatisunproductive.Intelligence,imagination,andknowledgemayallbewastedinanexecutivejobwithouttheacquiredhabitsofmindthatmoldthemi Whatmakesaneffectiveexecutive?Themeasureoftheexecutive,PeterF.Druckerremindsus,istheabilityto"gettherightthingsdone."Thisusuallyinvolvesdoingwhatotherpeoplehaveoverlookedaswellasavoidingwhatisunproductive.Intelligence,imagination,andknowledgemayallbewastedinanexecutivejobwithouttheacquiredhabitsofmindthatmoldthemintoresults.Druckeridentifiesfivepracticesessentialtobusinesseffectivenessthatcan,andmust,belearned:ManagingtimeChoosingwhattocontributetotheorganizationKnowingwhereandhowtomobilizestrengthforbesteffectSettingtherightprioritiesKnittingallofthemtogetherwitheffectivedecision-makingRangingwidelythroughtheannalsofbusinessandgovernment,PeterF.Druckerdemonstratesthedistinctiveskilloftheexecutiveandoffersfreshinsightsintooldandseeminglyobviousbusinesssituations. ...more GetACopy KindleStore $11.99 AmazonStores ▾AudibleBarnes&NobleWalmarteBooksAppleBooksGooglePlayAbebooksBookDepositoryAlibrisIndigoBetterWorldBooksIndieBoundThriftbooksLibraries Paperback,208pages Published January3rd2006 byHarperBusiness (firstpublished1966) MoreDetails... OriginalTitle TheEffectiveExecutive:TheDefinitiveGuidetoGettingtheRightThingsDone(HarperbusinessEssentials) ISBN 0060833459 (ISBN13:9780060833459) EditionLanguage English OtherEditions(79) AllEditions | AddaNewEdition | Combine ...LessDetail EditDetails FriendReviews Toseewhatyourfriendsthoughtofthisbook, pleasesignup. ReaderQ&A Toaskotherreadersquestionsabout TheEffectiveExecutive, pleasesignup. PopularAnsweredQuestions WhatarethechaptersofTheEffectiveExecutive? 1like · like 5yearsago Addyouranswer PavelBakunovich Man,sorrytheansweriscomingabitlate:)Herearethechapters:1.EffectivenessCanBeLearnt2.KnowThyTime3.WhatCanIContribute?4.MakingS…moreMan,sorrytheansweriscomingabitlate:)Herearethechapters:1.EffectivenessCanBeLearnt2.KnowThyTime3.WhatCanIContribute?4.MakingStrengthProductive5.FirstThingsFirst6.TheElementsofDecisonMaking7.EffectiveDecisions(less) flag Seeall3questionsaboutTheEffectiveExecutive… ListswithThisBook The100BestBusinessBooksofAllTime 445books — 786voters CareerSuccess 253books — 406voters Morelistswiththisbook... CommunityReviews Showing1-30 Averagerating 4.05  ·  Ratingdetails  ·  32,613 ratings  ·  906 reviews AllLanguagesDansk‎(1) Deutsch‎(3) English‎(830) Español‎(13) Nederlands‎(1) Norsk‎(1) Português‎(6) Pусскийязык‎(16) TiếngViệt‎(1) українська‎(3) العربية‎(1) فارسی‎(1) 中文‎(1) Morefilters  |  Sortorder StartyourreviewofTheEffectiveExecutive:TheDefinitiveGuidetoGettingtheRightThingsDoneWriteareview Mar06,2008 Janet ratedit itwasamazing Shelves: leadership, books-worth-reading-twice IusedtobealargereaderofJackWelchpracticesatGE,untilIreadthathelookedtoDrucker.I'vebeenreadingDruckerandre-readingDruckereversince.Heisthemasteratlearninghowtobe"effective"andfromhim,Ilearnedhowtofilterwhatarethebesteffectiveness21stcenturyleadershippractices.Now,after14yearsofrunningacompanyand8yearsoftryingtocreatealeadershipenginetorunacompany,Ibelievethatthe21stcenturypracticesforeffectivenessinorderofs IusedtobealargereaderofJackWelchpracticesatGE,untilIreadthathelookedtoDrucker.I'vebeenreadingDruckerandre-readingDruckereversince.Heisthemasteratlearninghowtobe"effective"andfromhim,Ilearnedhowtofilterwhatarethebesteffectiveness21stcenturyleadershippractices.Now,after14yearsofrunningacompanyand8yearsoftryingtocreatealeadershipenginetorunacompany,Ibelievethatthe21stcenturypracticesforeffectivenessinorderofsequence:1.Selflove&takingcareofoneselfdaily(forme,taughtbyRichardBach,M.ScottPeck,GayHendrix,others)2.Lifevision(parents'lifehistory,RichardBach,TaoTeChing,TaoofMentoring)3.Beingresonant.Usingaratioof7PEAto1NEA(Forme,taughtbyResonantLeaderanddevelopingaselfcareagenda)4.UsingAppreciativeInquirystyletohelpothersgetintouchwithwhentheyfelttheirhighest,whenIfeelmyhighest5.Facilitativecommunicationstyle(RogerSchwarz,otherfacilitatortechniques)Iamstillinprocessonlearningonallthesedimensions.AsAAsays,andM.ScottPeckquotes..."I'mnotokay,you'renotokayandthat'sokay."Learningtoforgiveone'sselfandothersandacceptthemysteryoflifeisalifelongleadershipandlifejourney. ...more flag 75likes · Like  · seereview Viewall3comments May31,2014 AndrewCanavan ratedit reallylikedit Stopreadingboringblogsandbooksaboutproductivityandgostraighttothesourceofmanyoftheseideas.Then,stopthinkingaboutbeingproductiveandgodosomething. flag 72likes · Like  · seereview Viewall4comments Dec05,2010 GeneBabon ratedit reallylikedit Shelves: leadership NooneinamanagerialroleshouldbeallowedtomanageotherswithouthavingreadatleastonebookfromPeterDrucker.DruckeriswidelyacclaimedasTheFatherofModernManagementandpublished39booksinalifetamethatspanned95years.TheEffectiveExecutivewaspublishedin1967andthisbookisasgoodastartingpointasanyfortheuninitiated.Effectivenessisahabitandhabitscanbelearnedthroughpractice,lotsofit.AccordingtoDruckertherearefivehabitsthat,onceacquir NooneinamanagerialroleshouldbeallowedtomanageotherswithouthavingreadatleastonebookfromPeterDrucker.DruckeriswidelyacclaimedasTheFatherofModernManagementandpublished39booksinalifetamethatspanned95years.TheEffectiveExecutivewaspublishedin1967andthisbookisasgoodastartingpointasanyfortheuninitiated.Effectivenessisahabitandhabitscanbelearnedthroughpractice,lotsofit.AccordingtoDruckertherearefivehabitsthat,onceacquired,determinetheeffectivenessofanexecutive.Ifyouwanttobeeffectiveinyourwork--andinyourlife--practicethesefivehabits:1.Knowwhereyourtimegoes.2.Focusonoutwardcontribution.3.Buildonstrengths.4.Concentrateonthefewmajorareaswheresuperiorperformancewillproduceoutstandingresults.5.Makeeffectivedecisions.Thebookprovidesdetailandsubstancetothesefivehabitsofexecutiveeffectiveness.Theexamplesareatimecapsulefromthe"MadMen"eradrawingoneventsfromtheKennedyandJohnsonadministrations.Don'tletthesedatedexampleslullyouintothinkingthat"timeshavechanged."Whiletheycertainlyhave,thepracticesthatleadtoexecutiveeffectivenesshavestoodthetestoftime. ...more flag 28likes · Like  · seereview Jun14,2016 James ratedit didnotlikeit I'mprettysurethatifwe'devermetinreallifeI'dhavepunchedPeterDruckerintheface.ThisbookepitomiseseverythingthatIhateaboutproductivityporn.Itshouldbesubtitledthedefinitiveguidetosqueezingeverylastdropofbloodoutofyourworkers. I'mprettysurethatifwe'devermetinreallifeI'dhavepunchedPeterDruckerintheface.ThisbookepitomiseseverythingthatIhateaboutproductivityporn.Itshouldbesubtitledthedefinitiveguidetosqueezingeverylastdropofbloodoutofyourworkers. ...more flag 19likes · Like  · seereview Viewall3comments Jan16,2018 Greg ratedit itwasamazing  ·  reviewofanotheredition Addingthisbooktomylistofmust-readsforanyoneworkingincorporateAmerica.Inbrief:1.Knowwhereyourtimegoes;relentlesslypruneunproductiveactivities.2.Knowthecontributionyou'reexpectedtomake-toothers'contributionsandtotheorganization.3.Makeyourstrengthsproductiveandhonethem;focusontheabsenceofweaknessleadstomediocrity.4.Therearealwaysmoreopportunitiesavailablethantimetopursuethem–prioritizeandfocusonthetrulyimpactful.5.Continuall Addingthisbooktomylistofmust-readsforanyoneworkingincorporateAmerica.Inbrief:1.Knowwhereyourtimegoes;relentlesslypruneunproductiveactivities.2.Knowthecontributionyou'reexpectedtomake-toothers'contributionsandtotheorganization.3.Makeyourstrengthsproductiveandhonethem;focusontheabsenceofweaknessleadstomediocrity.4.Therearealwaysmoreopportunitiesavailablethantimetopursuethem–prioritizeandfocusonthetrulyimpactful.5.Continuallyshedunproductiveprogramsandprocessesbyasking,"Ifwedidn'talreadydothis,wouldwegointoitnow?"6.Mosteventsaregenericandshouldbehandledbyrules,policies,andprocedures;solutionstotrulyuniqueeventsshouldbeformedonthehighestconceptuallevelpossible. ...more flag 16likes · Like  · seereview View2comments Jun14,2020 LauraNoggle ratedit likedit Shelves: 2020, nonfiction, business Goodreminderofthebasicfundamentalsoftimemanagement.“Thepeoplewhogetnothingdoneoftenworkagreatdealharder.Inthefirstplace,theyunderestimatethetimeforanyonetask.Theyalwaysexpectthateverythingwillgoright.Yet,aseveryexecutiveknows,nothingevergoesright.Theunexpectedalwayshappens—theunexpectedisindeedtheonlythingonecanconfidentlyexpect.”“Ifthereisanyone'secret'ofeffectiveness,itisconcentration.Effectiveexecutivesdofirstthings Goodreminderofthebasicfundamentalsoftimemanagement.“Thepeoplewhogetnothingdoneoftenworkagreatdealharder.Inthefirstplace,theyunderestimatethetimeforanyonetask.Theyalwaysexpectthateverythingwillgoright.Yet,aseveryexecutiveknows,nothingevergoesright.Theunexpectedalwayshappens—theunexpectedisindeedtheonlythingonecanconfidentlyexpect.”“Ifthereisanyone'secret'ofeffectiveness,itisconcentration.Effectiveexecutivesdofirstthingsfirstandtheydoonethingatatime.”“Theoft-repeatedquip,'I’msorrytowriteyoualongletter,asIdidnothavetimetowriteashortone,'couldbeappliedtomeetings:'I’msorrytoimprisonyouinthislongmeeting,asIdidnothavetimetoprepareashortone.'”"Effectivenessisnota'subject,'butaself-discipline." ...more flag 13likes · Like  · seereview Oct16,2011 Jacque ratedit itwasok IfindDruckertobereallyrepetitive.Therewerequiteafewsentencesthatdidn'treallyaddanything,andshouldhavebeentakenout. IfindDruckertobereallyrepetitive.Therewerequiteafewsentencesthatdidn'treallyaddanything,andshouldhavebeentakenout. ...more flag 9likes · Like  · seereview View2comments Sep03,2012 MarkDunn ratedit reallylikedit KnowThyTime -takeatimeinventory&eliminate"neednotbedone","couldbedonebyothers",and"wastingother'stime". -prunetimewasters -lackofsystems-->crisis -overstaffing-->unnecessarycoordination -malorganization-->excessivemtgs -malfunctionininformation -consolidatediscretionarytimeintomeaningfulchunkstofacilitateeffectiveness(eg1.5hr)WhatcanIcontribute? -intermsofEXTERNALresults -aimhighMakingstrengthsproductive -focusonindvidualSTR KnowThyTime -takeatimeinventory&eliminate"neednotbedone","couldbedonebyothers",and"wastingother'stime". -prunetimewasters -lackofsystems-->crisis -overstaffing-->unnecessarycoordination -malorganization-->excessivemtgs -malfunctionininformation -consolidatediscretionarytimeintomeaningfulchunkstofacilitateeffectiveness(eg1.5hr)WhatcanIcontribute? -intermsofEXTERNALresults -aimhighMakingstrengthsproductive -focusonindvidualSTRENGTHSandthestrengthsofothers,nottryingtoimproveonweaknessesFirstthingsfirst -focusonsingleBHAGsatatime -sloughoffyesterday(sunkcost,don'tjustdothingstofinishthemifineffective) -to-doANDto-don'tlistsDecisionmaking -establishgenericproblem -setboundaryconditions -determinewhatisRIGHT,notwhatisacceptable -buildinactiontocarryoutdecision -DIRECTfeedback(gosee)totestvalidity/effectivenessofdecisiononceenactedEffectivedecisions -noteffectivewithoutdisagreement -mustdefineameasureofeffectivenessbeforeenacting -"do-nothing"isanoption ...more flag 8likes · Like  · seereview Aug26,2018 TõnuVahtra ratedit reallylikedit "Don'ttellmethatyouhadawonderfultimereadingthisbook,tellmewhatyouaregoingtododifferentlyonMonday".Thehigheruptheorganization,thelesstimehehasunderhisowncontrol(seniorexecutivesrarelyhavemorethanquarteroftheirtimeundertheircontrol),soyouhavetotakecontrolofyourtime.Understandwhatarethethingsthatwasteyourtimewithoutcontributingtoeffectiveness.Askyoursubordinateshowyouarepreventingthemfromdoingtheirworkeffectively.Th "Don'ttellmethatyouhadawonderfultimereadingthisbook,tellmewhatyouaregoingtododifferentlyonMonday".Thehigheruptheorganization,thelesstimehehasunderhisowncontrol(seniorexecutivesrarelyhavemorethanquarteroftheirtimeundertheircontrol),soyouhavetotakecontrolofyourtime.Understandwhatarethethingsthatwasteyourtimewithoutcontributingtoeffectiveness.Askyoursubordinateshowyouarepreventingthemfromdoingtheirworkeffectively.Thefirstversionofthebookwaswrittenin1965,butmajorityoftheassumptionsarestillvalidon21thcentury(liketheperceptionthatcomputerswilltakeoverdecisionmakingVSactuallyexpectingseriousmentaleffortfrompeoplebecauseonecannotcompetewithcomputeronstandardcomputation).1.Knowwhereyourtimegoes;relentlesslypruneunproductiveactivities.2.Knowthecontributionyou'reexpectedtomake-toothers'contributionsandtotheorganization.3.Makeyourstrengthsproductiveandhonethem;focusontheabsenceofweaknessleadstomediocrity.4.Therearealwaysmoreopportunitiesavailablethantimetopursuethem–prioritizeandfocusonthetrulyimpactful.5.Continuallyshedunproductiveprogramsandprocessesbyasking,"Ifwedidn'talreadydothis,wouldwegointoitnow?"6.Mosteventsaregenericandshouldbehandledbyrules,policies,andprocedures;solutionstotrulyuniqueeventsshouldbeformedonthehighestconceptuallevelpossible.Decisionswithoutdisagreementarenoteffective.Doingnothingmightbeagoodoption(WarrenBuffet).“Convertingadecisionintoactionrequiresansweringseveraldistinctquestions:Whohastoknowofthisdecision?Whatactionhastobetaken?Whoistotakeit?Andwhatdoestheactionhavetobesothatthepeoplewhohavetodoitcandoit?Thefirstandthelastofthesearetoooftenoverlooked—withdireresults.”“Workingontherightthingsiswhatmakesknowledgeworkeffective.”“Iftheexecutiveletstheflowofeventsdeterminewhathedoes,whatheworkson,andwhathetakesseriously,hewillfritterhimselfaway“operating.”Hemaybeanexcellentman.Butheiscertaintowastehisknowledgeandabilityandtothrowawaywhatlittleeffectivenesshemighthaveachieved.Whattheexecutiveneedsarecriteriawhichenablehimtoworkonthetrulyimportant,thatis,oncontributionsandresults,eventhoughthecriteriaarenotfoundintheflowofevents.”“Awell-managedfactoryisboring.Nothingexcitinghappensinitbecausethecriseshavebeenanticipatedandhavebeenconvertedintoroutine.”“Thefirstruleindecision-makingisthatonedoesnotmakeadecisionunlessthereisdisagreement.”“Thedangeristhatexecutiveswillbecomecontemptuousofinformationandstimulusthatcannotbereducedtocomputerlogicandcomputerlanguage.Executivesmaybecomeblindtoeverythingthatisperception(i.e.,event)ratherthanfact(i.e.,aftertheevent).Thetremendousamountofcomputerinformationmaythusshutoutaccesstoreality.”“Theexecutive’stimetendstobelongtoeverybodyelse.Ifoneattemptedtodefinean“executive”operationally(thatis,throughhisactivities)onewouldhavetodefinehimasacaptiveoftheorganization.Everybodycanmoveinonhistime,andeverybodydoes.Thereseemstobeverylittleanyoneexecutivecandoaboutit.Hecannot,asarule,likethephysician,stickhisheadoutthedoorandsaytothenurse,“Iwon’tseeanybodyforthenexthalfhour.”Justatthismoment,theexecutive’stelephonerings,andhehastospeaktothecompany’sbestcustomerortoahighofficialinthecityadministrationortohisboss—andthenexthalfhourisalreadygone.*”“Thejobis,however,nottosetpriorities.Thatiseasy.Everybodycandoit.Thereasonwhysofewexecutivesconcentrateisthedifficultyofsetting“posteriorities”—thatis,decidingwhattasksnottotackle—andofstickingtothedecision.”“Executivesarenotpaidfordoingthingstheyliketodo.Theyarepaidforgettingtherightthingsdone—mostofallintheirspecifictask,themakingofeffectivedecisions.” ...more flag 7likes · Like  · seereview Sep29,2016 TadasTalaikis ratedit itwasok Don'tknowwhat'sthehypeaboutthisbook,it'ssimplecommonsense.Anyonewhoeverwasin"meeting"knowsitswasteoftime,whyIshouldreadbookaboutthat?Thethingexecutivescomeinvariousshapesandsizeswasmentionedinvariousother,earlierbooks.Managementbooksaresecondafterselfhelpnonsense.Sad,nooneover-hypesevidenceordatabasedapproaches... Don'tknowwhat'sthehypeaboutthisbook,it'ssimplecommonsense.Anyonewhoeverwasin"meeting"knowsitswasteoftime,whyIshouldreadbookaboutthat?Thethingexecutivescomeinvariousshapesandsizeswasmentionedinvariousother,earlierbooks.Managementbooksaresecondafterselfhelpnonsense.Sad,nooneover-hypesevidenceordatabasedapproaches... ...more flag 6likes · Like  · seereview Apr06,2019 Dave ratedit itwasamazing Shelves: business, management Ilovedthisbook-sopackedwithwisdomthatImovedthroughitslowly,filingawaymanyquotesforreference.Therearetwomainthoughtswhichmightdissuadeyoufromreadingthis.Idon’twantyoutomissout,soI’dliketoaddressboth:“EffectiveExecutive?Thissoundslikeit'sonlyforpeoplewhowearsuitsandspendtheirdaysinboardmeetings..."Theauthordefinesexecutivebroadlyassomeonewho"isresponsibleforacontributionthatmateriallyaffectsthecapacityoftheorganizati Ilovedthisbook-sopackedwithwisdomthatImovedthroughitslowly,filingawaymanyquotesforreference.Therearetwomainthoughtswhichmightdissuadeyoufromreadingthis.Idon’twantyoutomissout,soI’dliketoaddressboth:“EffectiveExecutive?Thissoundslikeit'sonlyforpeoplewhowearsuitsandspendtheirdaysinboardmeetings..."Theauthordefinesexecutivebroadlyassomeonewho"isresponsibleforacontributionthatmateriallyaffectsthecapacityoftheorganizationtoperformandtoobtainresults”.IthinkthatdescriptioncanapplytomostpeopleIknow,andcertainlyasasoftwareengineerIfoundtheadviceinthebookrelevant.“Thissoundslikecold,boring,businesstalk,abouthowtomakeyouamoreefficientcoginthemachine..."Theauthoractuallycomesacrossasincrediblycaringandinsightfulaboutpeople-theirmotivation,theirhappiness,theirself-developmentetc.SomequoteswhichIloved,andwhichshowwhatImean:Themotivationoftheknowledgeworkerdependsonhisbeingeffective,onhisbeingabletoachieve.Ifeffectivenessislackinginhiswork,hiscommitmenttoworkandtocontributionwillsoonwither,andhewillbecomeatime-servergoingthroughthemotionsfrom9to5.Ihaveneverseenanyoneinajobforwhichhewasinadequatewhowasnotslowlybeingdestroyedbythepressureandthestrains,andwhodidnotsecretlyprayfordeliverance.Theknowledgeworkerisnotpoverty-prone.Heisindangerofalienationtousethefashionablewordforboredom,frustration,andsilentdespair. ...more flag 5likes · Like  · seereview Mar18,2012 EricChappell ratedit itwasamazing Shelves: 2014-reading Afantasticresource.Seminaries(often)doaphenomenaljobofequippingpeopletobeexpertsintheWord.Wheremostareweakistrainingchurchleaderstobetime-managers,meeting-facilitators,action-planners,decision-makers,andpriority-setters.Thesearealltheproductsofgeneralwisdomandstuffthatcanbelearnedfromawidevarietyof"secular"sources(seeProverbs).PeterDrucker'sclassichasliterallychangedthewayIthinkaboutschedulingmytime,choosingpriorities,andt Afantasticresource.Seminaries(often)doaphenomenaljobofequippingpeopletobeexpertsintheWord.Wheremostareweakistrainingchurchleaderstobetime-managers,meeting-facilitators,action-planners,decision-makers,andpriority-setters.Thesearealltheproductsofgeneralwisdomandstuffthatcanbelearnedfromawidevarietyof"secular"sources(seeProverbs).PeterDrucker'sclassichasliterallychangedthewayIthinkaboutschedulingmytime,choosingpriorities,andthinkingaboutleadership.TheChurchisadynamicorganism,butit'salsoastructuredorganizationinwhichtheNTgivesgeneralguidance,butnotmanyspecific,detailedinstruction(e.g.weknowwe'resupposedtohaveelders&deacons,buttheNToffersnoadviceonhowtorunasessionorconsistorymeeting).Drucker'smainpointisthateffectivenesscan&mustbelearnedinleadership,it'snotanaturaltrait.ForDrucker(afteryearsofwatchingandstudyingexecutives)effectivenessconsistsinchieflyfivepractices:Effectiveexecutives:(1)knowwheretheirtimegoesandtheyworktomanageit;(2)focusontheresultsexpectedofthem,overtheworktheyputin;(3)buildontheirownstrengths--andthoseoftheirsuperiors,subordinates,andtheorganization;(4)setprioritiesanddofirststhingsfirst;(5)makeeffectivedecisionsthatbeginwithopinionsandorganizeddisagreementratherthan"facts."Outstandingbook.Everypastorshouldreadatleastonce. ...more flag 5likes · Like  · seereview Jan03,2017 ChrisRussell ratedit itwasamazing  ·  reviewofanotheredition TheEffectiveExecutive–PeterE.DruckerBookReviewforGoodreads.Originallypublished1967.EditionreadwasHarperBusiness,1993.I’mtooyoungtohavebeenpartoftheDruckerGeneration.Ihadalwaysheardhimtalkedofandquotedamongthestaidanddustycornersofmainstreambusiness,butIneverthoughttoreachbackandreadhim.Drucker’swordsandideasweretheEsperantoofanemergingclassinthebusinessworldofpostWWII.Hewaspartandparcelofimportantboardroomconvers TheEffectiveExecutive–PeterE.DruckerBookReviewforGoodreads.Originallypublished1967.EditionreadwasHarperBusiness,1993.I’mtooyoungtohavebeenpartoftheDruckerGeneration.Ihadalwaysheardhimtalkedofandquotedamongthestaidanddustycornersofmainstreambusiness,butIneverthoughttoreachbackandreadhim.Drucker’swordsandideasweretheEsperantoofanemergingclassinthebusinessworldofpostWWII.Hewaspartandparcelofimportantboardroomconversationsinthe1950’sand1960’s.Bythe1980’swhenIenteredthebusinessworldthingshadchanged,orpeopleweretiredofbasicbusinesssense.WegotPetersandPorterandacadreofsupersmartguysfromHarvardandStanfordwhotriedtotakeittothenextlevel.TheyallowedtheirchopstotheworkofDruckerthough.Druckerwastheirtextbook.Druckerwastheoriginalmanagementconsultantthelikesofwhichmanyowetheirprofessiontotoday.I’mnotevensurehowIcameintopossessionofthisbook.Perhapsthebooksaleatthelocallibrarywhereyoucanbuythemfor$5ashoppingbag?I’mnotsurehowthisbookpusheditswaytothefrontofthequeueaheadoftheother30booksthatarewavingtheirlittlebook-armstogetmyattention.But,I’mgladitdidbecauseitwasaminorrevelationtome.Thisbookmustbereadnotasasmallcollectionofbusinessadvice,likeaPoorRichardsfortheexecutiveclass,butasamanifestoforthetimes.Amanifestoforanemergingclassofbusinessprofessionals.Amanifestoforasocietycaughtintheseachangefrombasic,patriarchal,industrialcapitalismtoeffectiveorganizationsthatwouldbeneededtocompeteandthriveontheworld’sstage.ItisDrucker’spleaforAmericanbusinesstogettheiracttogether.TheEffectiveExecutivecanbeseenasanachronisticbutalsoasahistorylesson.ItisbirthedfromapointintimeinAmericawheretheknowledgeworkerwasemergingandanewstyleofleadershipwasneededtoutilizethem.Druckerrecognizedthatthisnewclassofworkersneededtobeharnessedasthedrivingforceforanewgenerationoforganizations.Heisalsointerestinglyprescient.HetalksabouthowbigAmericancarcompaniesneededtochange.HetalksaboutGovernmentbeingmadeineffectivebycompetingpriories.Hescoldsthatgloballaborischeapandtheonlywaytostaycompetitiveintoempowerourresourcesandinnovate.Beyondallthehistrionicsthislittlebookisalsochockfullofgreattipsforanyonewhoisinbusiness.Iparticularlylikedthechaptersondecisionmaking.PerhapsthesechaptersmighthelpthosecurrentlyembroiledintheirNewYear’sResolutions?Howdoyousetyourpriorities?Ifyoudon’tsetyourpriorities,circumstanceor‘pressures’willsetyourprioritiesforyou.Ifyoulet‘pressure’driveyourprioritiesanddecisionsyou’llalwaysbefocusingonthepast.ThisiswhatDruckeramuseshimselfbycallingthemPrioritiesvsPosterities.Pressurecausesustoreactandthefuture-lookingprioritiesarecrowdedoutbythebackward-lookingposterities.Decisionsthatareposterities,whenanalyzedwilllikelybesomeoneelse’spriority,notyours.Whataresomeotherwaystomakebaddecisions?Postponingadecisionusuallymakesitlessrelevantbecausedecisionsarerootedinthetimeofdecision.Youcanalsotrytomakedecisionsthatspreadacompromisearoundtomakeeveryonehappy.Thatguaranteesanineffectivesolution.Whataretheattributesofagooddecision?- Aimhighandmakeitmeaningful.- Makethedecisionuniquetoyouandyourbusiness,don’tputonsomeoneelse’sdecision.- Makedecisionsoutwardfacing.- Makedecisionsfuturefocused.- Makethedecisiontakeadvantageofanopportunity,notsolveaproblem.Gooddecisionswillrequirecourage.Trulygreatdecisionswillseemlikeheresytotherestoftheworld.Gooddecisionsaregoingtomakesomeonemad.That’sok.Asamatteroffact,ifyoudon’thaveadissentingopinionyouhaven’tlookedatthedecisionwellenough.Mosteffectivedecisionsaredisagreeable.Aboveall,thethingthatmakesadecisioneffectiveisfollowthroughandexecution.Theexecutivemustusegritandwillpowertodrivetheexecutionofthatdecisionforittohaveeffect.Howdoyoudothis?Howdoyouexecuteagame-changingdecisionsothatitpropagatesthroughouttheorganization?Inthenew(atthetime)knowledgeworkerstackedorganizationyouleveragethoseknowledgeworkerstoimplementthedecisions.Thisisreallythekeyandtiesthewholeworktogether.Theoldcapitalistregimeswithahandfulofexecutivesmakingdecisionsandeveryoneelsehoppingtowerenolongereffectiveandwereadyingbreed.InordertocompeteinthepostWWIIworldtheknowledgeworkersthroughouttheorganizationneededtobecapableofmakingdecisionsontheirownthatalignedwithanddrovetheorganizationtoeffectiveness.That’swhatDruckersaw.Organizationsthatcouldlearntoleveragetheknowledgeworkerwouldbemoreeffectiveandmorecompetitive.Thisisstillthehallmarkofeffectiveorganizations.Theabilitytocommunicateandleveragetheindividualgeniusofeachworkerinawaythatispassionatelyalignedwiththegoalsoftheorganization.ThinkaboutStarbucksorZapposoranyothercompanythatusesculturetoenableknowledgeworkerstodotherightthingattherighttimeforthebenefitofthecompany.WeowealottoPeterDrucker.Hewasasmartobserverofthetimesatatimewhenmodernbusinesswasbeingborn.TheEffectiveExecutiveisaworthyinvestmentofyourtime,evennowin2016.Ifnotforthetimelessbusinesstenants,thenforthecontextitgivesus.ChrisRussell–January2017 ...more flag 4likes · Like  · seereview Oct15,2018 Maria ratedit itwasok Justlikemostofthem,thisbookhastoomanywordsfor5orsoideas.Theconclusionattheveryendsumseverythingup,soyoudon'thavetoreadthewholebook,justreadthelastfewpages. Justlikemostofthem,thisbookhastoomanywordsfor5orsoideas.Theconclusionattheveryendsumseverythingup,soyoudon'thavetoreadthewholebook,justreadthelastfewpages. ...more flag 4likes · Like  · seereview Dec23,2019 GuilhermeZeitounlian ratedit itwasamazing Thisisashortread,andnotthemostengagingone(it'snotapage-turnerbyanymeans).Butitisaclassic,fullofinsights.Itwaswrittendecadesago,buttheadviceistimeless.Greatresourceandfoodforthoughtforallthe"knowledgeworkers"outthere-whichmeansmostofus.Greatbooksarenotalwaysfun.Buttheycanbetransformative.Andthatisthewholepoint.5/5. Thisisashortread,andnotthemostengagingone(it'snotapage-turnerbyanymeans).Butitisaclassic,fullofinsights.Itwaswrittendecadesago,buttheadviceistimeless.Greatresourceandfoodforthoughtforallthe"knowledgeworkers"outthere-whichmeansmostofus.Greatbooksarenotalwaysfun.Buttheycanbetransformative.Andthatisthewholepoint.5/5. ...more flag 3likes · Like  · seereview Feb01,2021 SriShivananda ratedit reallylikedit  ·  reviewofanotheredition Shelves: scaling-as-a-leader, execution, 2021, excellence, leadership, discipline, management AtimelessPeterDruckerclassicontime-testedaspectsofstrategy,planning,decisionmaking,delegation,communicating,meetingmanagement,andcollaborationinbeinganeffectiveexecutive.Ilikedoingaperiodicrefreshofsuchbooks. flag 3likes · Like  · seereview Sep03,2016 MindaugasMozūras ratedit likedit TheEffectiveExecutiveisfilledwithgoodadvice.PeterDuckerpredictstheimportanceofknowledgeworkersandrecognizesthateveryonewillbecomean"executive"(ashedefinesit).Theadviceinthisbookisusefultomostanyoneworkinginamoderncompany.Alas,therearetwoproblemswiththebookthatstopmefromfull-heartedlyrecommendingthisbook:*It'sdated,anditshows.There'salotofrepetitionandflowerylanguage.*I'vealreadyread"TheEffectiveEngineer"(oneofmyfavor TheEffectiveExecutiveisfilledwithgoodadvice.PeterDuckerpredictstheimportanceofknowledgeworkersandrecognizesthateveryonewillbecomean"executive"(ashedefinesit).Theadviceinthisbookisusefultomostanyoneworkinginamoderncompany.Alas,therearetwoproblemswiththebookthatstopmefromfull-heartedlyrecommendingthisbook:*It'sdated,anditshows.There'salotofrepetitionandflowerylanguage.*I'vealreadyread"TheEffectiveEngineer"(oneofmyfavoritebooksof2016),whichbuildsupontheconceptof"effectiveness."Intheend,IlikedthisbookbyPeterDrucker,butjustbarely.Ifyou'reasoftwareengineer,goread"TheEffectiveEngineer"instead.Ifyou'renot,thenthisbookmightbewortharead,dependingonhowfastyoubecomeannoyedwithdatedlanguage🙂. ...more flag 3likes · Like  · seereview Nov04,2019 Weronika ratedit likedit Tobemoreeffective,readanexecutivesummaryratherthantheentirebook. flag 3likes · Like  · seereview Feb08,2020 JackieeCarbery ratedit didnotlikeit  ·  reviewofanotheredition DNF-Icouldn’tgetpastthesexismonceIrealizedit.Itonlyreferstoexecutivesandleadersasmen. flag 3likes · Like  · seereview Apr10,2021 Athend ratedit didnotlikeit  ·  reviewofanotheredition Ifoundthisbookoutinthewildand,overcomebymorbidcuriosity,Idecidedtolookintowhatthewannabehustlersarefetishizing,andIamgladIdidso.Oh,whatadelightfulbunchofboomerideas!Icanseehowtheseideasbroughtustowherewearetoday.IamsurethatCEOsallacrosstheworldhavethisbookontheirnightstand.IcanalsoseefreshlymintedMBAsareswallowingheapsofthisgobbledygookofamessageoneffectivenessanddecisionmaking.Whilethefantasyofaasteely Ifoundthisbookoutinthewildand,overcomebymorbidcuriosity,Idecidedtolookintowhatthewannabehustlersarefetishizing,andIamgladIdidso.Oh,whatadelightfulbunchofboomerideas!Icanseehowtheseideasbroughtustowherewearetoday.IamsurethatCEOsallacrosstheworldhavethisbookontheirnightstand.IcanalsoseefreshlymintedMBAsareswallowingheapsofthisgobbledygookofamessageoneffectivenessanddecisionmaking.Whilethefantasyofaasteelygazedandselfobsessedcapitalistcorpoman(yes,mostlikelymanandmostprobablywhite)whonavigatesthepoliticsofTHEORGANIZATIONwhileselfdevelopingandfindingfulfilmentmightgivearaginghardontosome,it'snotmycupoftea.Singularobsessionwitheffectivenessand"effective"decisionmakingofthepasthasbroughtusDuPontanditsTeflon,Enron,the2008financialcrisis,theShellenvironmentalcatastrophes,andthetotallychaotichandlingofCOVIDbyworldgovernments.Thisbookisentertainingifyou'dlikeasneakpeakinthebrainspaceoftheaveragecorpowhitemanofthepast(theguysthatbroughtyoutheendoftheworld)whiletheybreezelywaveawayethics,moralsandhumandecencyintheirterribleexaltedpursuitofeffectiveness.Thebookisrepetitive,uninspired,oldandobsolete(womenarementioned1-ceortwice,Iknowtheseweredifferenttimesbutdamn,itshows)anditsbestusemightbetomakesenseofthepsycheofordinary,commonmenmakingdetacheddecisionsincorporoomsthattranslatetodestroyingofnaturalhabitats(Nestle,DuPont,Shell,Monstanto,reallythelistisendless)orpoisoningtheworldpopulationwiththeforeverchemicalstheymadeintheirchaseofbeingeffective.Yaythehustle,effectivenessandhavingyourprofilephotowithatieandasuitonLinkedin! ...more flag 2likes · Like  · seereview View1comment Jul29,2018 YevgeniyBrikman ratedit reallylikedit Thisisn'tabookonhowtomanageothers,buthowtomanageyourself.Somepartsfeelalittledated(especiallythelanguageinthebookandassumptionall"executives"aremale),somepartsareobvious(thoughIlearnedmanyofthemthehardway,soperhapsifI'dreadthisearlierinmycareer,itwould'vesavedmesomepain!),andsomepartscontaingemsthatarewellworthreading.Afewofmyfavoritetakeaways:*Theexecutiveisahostagetotheirorganization.Theexecutive'stimebelon Thisisn'tabookonhowtomanageothers,buthowtomanageyourself.Somepartsfeelalittledated(especiallythelanguageinthebookandassumptionall"executives"aremale),somepartsareobvious(thoughIlearnedmanyofthemthehardway,soperhapsifI'dreadthisearlierinmycareer,itwould'vesavedmesomepain!),andsomepartscontaingemsthatarewellworthreading.Afewofmyfavoritetakeaways:*Theexecutiveisahostagetotheirorganization.Theexecutive'stimebelongstoeveryoneelse:employees,customers,investors,etcareallconstantlyaskingfortheexecutivestime.*Timeisalmostalwaysthemostscarceresource.Youcanspendmoneytobuyproductsorhirepeople,butyoucanneverbuymoretime.Onceit'sgone,itcanneverbereplaced.Therefore,timemanagementisacriticalskillforeveryexecutive.*Onetrickfortimemanagement:foreveryactivityonyourschedule,firstask,"Whatwouldhappenifthisactivitywasn’tdoneatall?"Ifthenegativeconsequencesareminor(ortherearenonegativeconsequences!)stopdoingthatactivity.Afterthat,thenextquestionis,"Whatthingsarebetterdonebysomeoneelse?"Ifsomeoneelsecoulddosomepartofyourjobbetter,havethathappen,andfocusyourenergyonwhatyoudowell.*Thepeopleyouhirearen'tmachines.Thissoundsobvious,butIoftenfallintothetrapofexpectingoptimalperformanceineveryaspectofworkfromeveryone.Therealityisthateveryonehasstrengthsandweaknessesandgooddaysandbaddays;theamountoftalentintheworldislimited,andpeopletalentedinonearea,usuallyaren'ttalentedinothers;andyou'llrarelyfinda"perfect"fitforthejob(andiftheyare,thejobwillchangeandnolongerbeperfect).Theroleoftheexecutiveistobuildanorganizationthatworkswell_despite_thefactthatpeoplearen'tperfect.*Whenhiring,hirepeoplewhohavespecialstrengths,ratherthanlookingforpeoplewhohavenoweakness.Thelatterdoesn'texist.Theformerisessentialtoasuccessfulorganization.Infact,youcandefineaneffectiveorganizationasonewhichbest(a)makesthebestuseofpeople'sstrengthsand(b)helpsmitigatetheirweaknesses.*Thedistancebetweentheleaderandtheirsubordinatesisaconstant.Ifyouraisetheeffectivenessoftheleaders,therestwillfollow,andrisewiththem.*Gooddecisionmakingtips:(1)Whenalawyerisfirststartingtheircareer,theirfirstassignmentisoftentobuildthestrongestpossiblecasefortheopposition.Thisteachesyoutoconsiderallsidesofanargument.(2)Gooddecisionsrequiredisagreement.Ifeveryoneinyourorgagrees,it'seitheraveryeasydecision,oryou'remissingcriticalinformation.(3)Ifyou'regoingtodecidetodosomething,doitalltheway.Otherwise,it'slikeasurgeonthatoperatesandonlyremoveshalftheappendix:youhaveallthepainandriskofinfection,butdon'tgetthecure.(4)Agooddecisionconsistsofknowingwhatactiontotake,whoshouldtakeit,whoshouldknowaboutit,whenisthedeadline,andwhatalternativesyouhaveincasethingsdon'tworkout.*Sendafollow-upemailaftereverymeeting.Thisemailshouldoutlinewhatdecisionsweremade,whoisresponsibleforthem,andthedeadline.Ifanyofthisinformationismissing,youdidn'tdothemeetingright!Asalways,I'vesavedafewofmyfavoritequotes:“Convertingadecisionintoactionrequiresansweringseveraldistinctquestions:Whohastoknowofthisdecision?Whatactionhastobetaken?Whoistotakeit?Andwhatdoestheactionhavetobesothatthepeoplewhohavetodoitcandoit?Thefirstandthelastofthesearetoooftenoverlooked—withdireresults.”“Iftheexecutiveletstheflowofeventsdeterminewhathedoes,whatheworkson,andwhathetakesseriously,hewillfritterhimselfaway“operating.”Hemaybeanexcellentman.Butheiscertaintowastehisknowledgeandabilityandtothrowawaywhatlittleeffectivenesshemighthaveachieved.Whattheexecutiveneedsarecriteriawhichenablehimtoworkonthetrulyimportant,thatis,oncontributionsandresults,eventhoughthecriteriaarenotfoundintheflowofevents.”“Adecisionwithoutanalternativeisadesperategambler’sthrow.”“Onecannothireahand—thewholemanalwayscomeswithit.”“Ifthereisanyone“secret”ofeffectiveness,itisconcentration.Effectiveexecutivesdofirstthingsfirstandtheydoonethingatatime.” ...more flag 2likes · Like  · seereview Jan15,2020 EricMorse ratedit itwasamazing Drucker’sEffectiveExecutivewasoneofthefirstgreatbusinessbooks,andhasremainedsignificantforgenerations.Partofwhatmakesitsoconvincingevenfiftyyearsafteritspublication(originallypublishedin1966)isthefactthatitwassofar-sightedtobeginwith.Druckerwasoneofthefirsttoexploretheconsequencesofthecomputerandautomation,andmostofhisinsightshavebecomemanifestinthelastseveralyears.Itmightbesaid,TheEffectiveExecutiveistimelytodayb Drucker’sEffectiveExecutivewasoneofthefirstgreatbusinessbooks,andhasremainedsignificantforgenerations.Partofwhatmakesitsoconvincingevenfiftyyearsafteritspublication(originallypublishedin1966)isthefactthatitwassofar-sightedtobeginwith.Druckerwasoneofthefirsttoexploretheconsequencesofthecomputerandautomation,andmostofhisinsightshavebecomemanifestinthelastseveralyears.Itmightbesaid,TheEffectiveExecutiveistimelytodaybecauseitistimeless.Thepremiseofthisbookisthateffectivenesscanbelearned.Ifitcouldn’tbelearned,therewouldbelittlepointinwritingtoothersaboutit.Druckershowsusthroughtrenchantcasestudiesandanalysisjusthowwetoocanbemoreeffective.Theideaistoembracethefiveprinciplesofeffectiveness:(1)Timemanagement,(2)focusoncontribution,(3)buildonstrengths,(4)dowhatyoudowell,and(5)andmakegooddecisions.DruckermightfallintotheBehavioralTheoriesschoolofleadershipthoughtsincethesefiveareallbehaviorsandcanthusbelearned.Thebestwaytolearntheprinciplesistopracticethem.I’vealreadysetouttoputmanyoftheseprinciplesintopracticeinmyownwork,especiallytimechunking,startingwitha“zerodraft”,andbuildingonstrengths.TheseandotherlessonsarestillhelpfuleventodayintheageoftheInternet,pandemics,andZoomcalls.Essentialleadershipskillsaretimeless.Ultimately,itishardtodenythatanyonewhoembracesthelessonsofthisbookwillcertainlybecomeamoreeffectiveexecutive. ...more flag 3likes · Like  · seereview Sep01,2020 DenissOjastu ratedit reallylikedit Shelves: management Thisisabookfrom1966-andissaidtobeafoundingbookforself-helpmanagementliterature.Itisnotanexcitingbooktoread(abitdryandacademic,albeitwittystyle),butseveraloftheadvicehereistimelessforanymanager.Somebasictruthsthatamanagerbettersaskshimself/herselftime-to-time:-Doesmytimetendtobelongtoeverybodyelse?-DoestheflowofeventsdetermineswhatamIdoingasamanager-oramIleadingmyowntime?-AmIfocusingontheinsideofmyorganis Thisisabookfrom1966-andissaidtobeafoundingbookforself-helpmanagementliterature.Itisnotanexcitingbooktoread(abitdryandacademic,albeitwittystyle),butseveraloftheadvicehereistimelessforanymanager.Somebasictruthsthatamanagerbettersaskshimself/herselftime-to-time:-Doesmytimetendtobelongtoeverybodyelse?-DoestheflowofeventsdetermineswhatamIdoingasamanager-oramIleadingmyowntime?-AmIfocusingontheinsideofmyorganisation(structures,politics,reviews,auditsetc)-orontheoutside,myclients?-DoIhavetimeavailabletomeincomparativelylargechunks,withoutconstantinterruptionsandtime-wasters?-AmIbeingbusy-ordoIdothingsthatcontributetoachievingresults?-Doweasanorganisationdosomethingthatwewouldnotstartoverifwehadchancetodosonow?Ifyes,whyarewestilldoingit?-Whataremy“posteriorities”-thatis,tasksnottotackle?...andthisreminderisworthcontemplatingover: "Thesupplyoftimeistotallyinelastic.Nomatterhowhighthedemand,thesupplywillnotgoup.Thereisnopriceforitandnomarginalutilitycurveforit.Moreover,timeistotallyperishableandcannotbestored.Yesterday’stimeisgoneforeverandwillnevercomeback.Timeis,therefore,alwaysinexceedinglyshortsupply." ...more flag 2likes · Like  · seereview Oct09,2017 RamonBezerra ratedit itwasamazing ItwasthefirstbookIreadonmanagement/leadership.Ilikedthefactit'sprettypracticalbook.Itgivesexamplesthatwecaneasilyrelateto.Afewtakeawaysforme:-Focusonstrengths(ourownandtheonesaroundus)asopposetoweaknesses-Doonethingatatime(peoplewhotriestodoabitofeverythingdoesn'tgetanythingdone)-Don'tfocusonproblems,takeeverythingasanopportunity-Don'ttrytofind"aman"todothejob,ask"whatjobneedstobedone"instead-Weshouldm ItwasthefirstbookIreadonmanagement/leadership.Ilikedthefactit'sprettypracticalbook.Itgivesexamplesthatwecaneasilyrelateto.Afewtakeawaysforme:-Focusonstrengths(ourownandtheonesaroundus)asopposetoweaknesses-Doonethingatatime(peoplewhotriestodoabitofeverythingdoesn'tgetanythingdone)-Don'tfocusonproblems,takeeverythingasanopportunity-Don'ttrytofind"aman"todothejob,ask"whatjobneedstobedone"instead-Weshouldmeasureourindividualimpactintheorganizationbylookingintohowmuchimpactintheoutsideworldourcontributionshave.-Delegatingisnotaboutaskingsomeonetodothejobforyou,ismakingsurewhateveryouaredoingcanonlybedonebyyourself.-Becriticalabouttheusageofyourtime.Whatwouldhappenifwestopdoingwhatwearedoingnow?Iftheansweris"notmuch",perhapswe'renotfocusingonthemostimpactfultopics.-Forstrategicdecisions,makesureyoureservegoodchunkoftime(~oneandahalfhours)soyouhaveenoughtimetothinkthroughtheproblemandtheimplicationsofeachalternativesolution.I'dtotallyrecommendthisbookforanyonelookingforsomespecificadviceonhowtobecomeabetterleader;howtomakegooduseoftimeandhowtoexpandone'simpactontheorganization. ...more flag 2likes · Like  · seereview May05,2010 MattBurgess ratedit itwasamazing TheEffectiveExecutive:TheDefinitiveGuidetoGettingRightThingsDone(2006),PeterDruckerKickingoffthePersonalEffectivenessportionofthePersonalMBAcurriculumisthepurveyorofmodernmanagement,PeterDrucker.Noticethesubtitletothisbookbeforeyouread.Itsays"gettingrightthingsdone"whereyoumighthavemisreaditas"gettingthingsdoneright".Druckertakesdecadesofconsultingexperiencewithnumerousfamousandinfamouscompaniesandinitsfifthedition,hebre TheEffectiveExecutive:TheDefinitiveGuidetoGettingRightThingsDone(2006),PeterDruckerKickingoffthePersonalEffectivenessportionofthePersonalMBAcurriculumisthepurveyorofmodernmanagement,PeterDrucker.Noticethesubtitletothisbookbeforeyouread.Itsays"gettingrightthingsdone"whereyoumighthavemisreaditas"gettingthingsdoneright".Druckertakesdecadesofconsultingexperiencewithnumerousfamousandinfamouscompaniesandinitsfifthedition,hebreaksdownthenecessitiesofknowledgeworkerscomparedtomanualworkers.Althoughtheintroductionandconclusionaremostinsightful,TheEffectiveExecutiveisuniquelylaidoutwithspecificexamplessandwichedinthemiddleofchaptersubtopicsonlynotedbyasinglebullet.Ifoundthesebulletedsectionsverydistracting,butperhapsyoumaypreferrealstoriesofoftentimesfamousbusinessmen.Surroundingthesestoriesareintensetruthsabouttimemanagement,strengthsmobilization,prioritizationanddecision-makingthatDrukerhasnotedthroughouthiscareer.Allthewhiledescribinghowandwhyyoushouldconsideryourselfanexecutivenomatterhowmanyshoutordersfromabove. ...more flag 2likes · Like  · seereview Mar08,2017 ErikRostad ratedit itwasamazing Shelves: 2017-books TheEffectiveExecutiverestsupontwopremises-thattheexecutive'sjobistobeeffectiveandthateffectivenesscanbelearned.Whatfollowsisameatyyetpithybookonhowtomanageoneselfforeffectiveness.Managinganorganizationwillthenbecomethebyproduct.Druckerdefinestheexecutiveasthe"...knowledgeworkers,managers,orindividualprofessionalswhoareexpectedbyvirtueoftheirpositionortheirknowledgetomakedecisionsinthenormalcourseoftheirworkthathavesig TheEffectiveExecutiverestsupontwopremises-thattheexecutive'sjobistobeeffectiveandthateffectivenesscanbelearned.Whatfollowsisameatyyetpithybookonhowtomanageoneselfforeffectiveness.Managinganorganizationwillthenbecomethebyproduct.Druckerdefinestheexecutiveasthe"...knowledgeworkers,managers,orindividualprofessionalswhoareexpectedbyvirtueoftheirpositionortheirknowledgetomakedecisionsinthenormalcourseoftheirworkthathavesignificantimpactontheperformanceandresultsofthewhole.”Tobeaneffectiveexecutive,Druckerlaysoutthenecessaryrequirementsofprotectingyourtime,specializingyourcontribution,makingyourstrengthsproductive,concentrating(owningyourtimebaseduponcontributionsandstrengths),andmakingeffectivedecisions.Ireadthisaspartofmy52-bookBooksofTitansreadinglistofthetopbookssuggestedbytheTitansinTimFerriss'ToolsofTitans.ThisonewassuggestedbyMattMullenweg,co-founderofWordPress.Ithoughtthisbookwasexcellentandamust-readforanyonelookingtobettermanagethemselvesoranorganization. ...more flag 2likes · Like  · seereview Sep04,2018 Вестимир ratedit itwasamazing I'mreallyhypedaboutthisone,becauseofthedirectapproachandthegoodpacing.AnotherbiasformeisthatI'vereadthisatthetimeofmajorcareershiftandmovingintofull-timemanagement.Keytakaways:-measureandanalyzeyourtimeasamanager-planforconstantchangeandadaptability,ratherthanimmediategreatness-dedicateyourselfto1maintaskperday-re-evaluateyournextprioritiesduringtheday(e.g.Istartedplanningformax2tasksahead)-focusoncolaboration-whi I'mreallyhypedaboutthisone,becauseofthedirectapproachandthegoodpacing.AnotherbiasformeisthatI'vereadthisatthetimeofmajorcareershiftandmovingintofull-timemanagement.Keytakaways:-measureandanalyzeyourtimeasamanager-planforconstantchangeandadaptability,ratherthanimmediategreatness-dedicateyourselfto1maintaskperday-re-evaluateyournextprioritiesduringtheday(e.g.Istartedplanningformax2tasksahead)-focusoncolaboration-whiledelegatingworkbalancebetweenpeople'scareerstrengthsandgoals-takeadvantageofmeetingsand101s–decidehowtomakeallthemeetingsworth(personallyIusedtodo1hmeetings,nowItrytokeepthemaround30mins,andgothroughtheagenda-discussion-todosframework.Thatworksgreatforme,buttheapproachshouldbepersonalandbackedbyyourowndataandsubjectiveobservations).Itmademere-readmynotesfromE-mythandAreyourlightson?–bothdearfavourites,thathelpedmegetthroughandkeepsanity. ...more flag 2likes · Like  · seereview Jun12,2020 PramodBiligiri ratedit reallylikedit ThisisacrispbookletbythefamousmanagementconsultantPeterDrucker.Itfocusesonafewtimetestedgeneralpracticesandhammersthemhomenicelyratherthangettinglostintheweeds.Itdrawsupondecadesoftheauthor'spracticeandprobablyduetothat,IwasdelightedtofindsubtlegemsofpracticalinsighttuckedawayinotherwiseroutineparaswhereIwasleastexpectingthem.Thebookstartsoffbysayingthat“effectiveness"canbelearnedasahabit(acollectionofpractices) ThisisacrispbookletbythefamousmanagementconsultantPeterDrucker.Itfocusesonafewtimetestedgeneralpracticesandhammersthemhomenicelyratherthangettinglostintheweeds.Itdrawsupondecadesoftheauthor'spracticeandprobablyduetothat,IwasdelightedtofindsubtlegemsofpracticalinsighttuckedawayinotherwiseroutineparaswhereIwasleastexpectingthem.Thebookstartsoffbysayingthat“effectiveness"canbelearnedasahabit(acollectionofpractices)andneednotbeseenasapersonalitytrait.Well,therewouldbenoneedtowritethisbookotherwise,wouldn’tit?;)Thebookwasprobablywrittenatatimewhenknowledge/intellectualworkhadonlyjustbecomethepredominantwaytoamiddleclasslifestyleandhencewouldhavebeenpioneering.There’saquaintbitabouthowAmericanexecutivesareknowntorisefromtheranksandrarelyhaveadvancedmanagementdegrees!TheauthorbreaksdowntheEffectivenesshabitintofiveparts:makingdecisions,managingtime,figuringouthowtocontribute,buildingonpeople’sstrengthsandsortingoutpriorities.Asthebookdelvesintoeachofthese,itstrikesagoodbalancebetweenabstractphilosophyandconcreteexamples.TheexamplesaredrawnfromtheUS’sheydaysasanindustrialandintellectualpowerhouse-GeneralMotors,BellLabs,WW2commanders,Roosevelt,RobertMcNamaraetc.Decisionmakingisalargepartofanexecutive'sresponsibilitiesandtherearetwosubstantialchaptersaboutit,albeittowardstheend.Therearefourstepsoutlinedforhowtoarriveateffectivedecisions.ButIsensedanundercurrentofreactivityinthissection.Theexamplesgivenare“problems”anexecutiveistryingtosolveratherthantheframeworkof"HowcanIContribute",whichwasbroughtupearlier.Itdoesn’thelpthattheauthorchoosestheonetimeheadsofBellTechnologiesandGeneralMotorsasexemplars,makingthesituationshardtorelateto.Thesubsequentchapteron"effectivedecisions"hassomecontrarianinsights.Decisionsdon'tflowfromaconsensusonfacts.Instead,theexecutivebeginsbysolicitingopinionsandstokingdisagreement.Thesearebasicallynecessarytogetasenseofwhatisatstake,andwhatthedecisionisreallyallabout.Withoutopinionsaboutthenatureofthedecisionneeded,youdon'tevenknowwhataretherelevantfactsthatneedtobebroughtintothepicture!Theseopinionsarethentestedagainstreality,andthedecisionmakingprocesscontinues.Thechapteronfocusingonyour(andyoursubordinate’s)strengthsisthemostthoughtprovoking.TheauthormarshalsexamplesfromtheCivilWartotheWorldWarsandsomecorporatecasestoprovethatorganizationsshouldmaximizeaperson’sstrengthsandnotundulyemphasizeorpenalizetheirweaknesses.Peoplewithgreatabilitiesmaycomewithgreatweaknesses(notsurehowthiswillflyintoday’spoliticallycorrectworld!),orjustsimplythetimecommitmentneededtogainmasterymayresultinnothavingawellroundedsetofskills.Sotheorganization’sgoalshouldbetoextracttheuniquevalueoutofthepersonwhilemanagingtheirshortcomings.Theauthordoesn’tgointomuchdetailonhowtofigureoutyourstrengths(probablyenoughotherbooksexistforthat).Butforatasteofwhathe’sconsidering:areyouapeople-personorprefertobebyyourself,areyoualistenerorareader,doyoulikepithysummariesorlongexplanations,morningpersonornot...etc.Atonepointheremarksthateveryonehasfiguredoutthesethingsbythetimethey’reanadult-somethingIthoughtwastoorootedinafixedmindset.Figuringoutwhattocontributeisaninterestingchapter.Thisisamustreadforentrylevelmanagerswhomayotherwiseremainglorifiedfootsoldiersandinter-departmentalmessengers.Theauthorexhortsexecutivestofocusproactivelyonwhatwillkeepstakeholders/customershappy.Abeneficialsideeffectofthisisthatyoubecomeoutwardfocused(resultsandcustomersatisfaction)ratherthaninwardfocussed(efforts,processes,efficiencies).Ilikedthiswayofframingtheissue.Althoughit’sseldomeasyforpeoplelowinthecorporatehierarchytogettheirownideasimplemented,itdoesn’thurttokeepaneyeoutforopportunities.Timemanagementgetsalotoftreatmentupfront.Thekeyprincipleistoblockoutlargechunksofuninterruptedtimeforqualityworkonthingsofthehighestpriority.Ifanexecutivecan’tmanagethis,hewillnecessarilymissaccomplishingthemostimportantthingsandhiseffectivenessdropsdown.Sincethenatureoftherolemeansthere’salwaysanenormousdemandonanexecutive’stime,consciousandperiodicreviewofone’stimeexpenditureiskey.Orelseyou’llbejustconstantlyreactingtoeventsaroundyou.Hedoesgetintoafewtechniquestoaddressthis,butaswithmanythingsinthisbook,heassumesthereaderisintelligentenoughtofigureoutwhatworksforthem.Thebookendswithaflourish,withtheconclusivechaptertryingtosituateexecutiveswithintheentirepostWarsocietyoftheWest.Sincemoreandmorepeoplearegettinginvolvedinknowledgework,theauthorclaimsthatexecutiveeffectivenesscandetermineagoodpartofthesuccessofmodernsocieties.Whilethatisabittoodramatic,theauthorstillmanagestotietogetheralltheearlierstrandsbeautifully,andofferssomepoignantglimpsesoftheinnerlifeofamodernknowledgeworker.ThischapteralonewasenoughtoconvincemethatDruckerisbothanexpertandagreatexponentofmanagementideas. ...more flag 1like · Like  · seereview Oct30,2017 JohnMajors ratedit itwasamazing Oneofthebestbooksforthemodernworkerinanysetting,inanyorganization.Hispremiseistohelpequipthemodern"knowledgeworker"todotheirworkwell.Themostimportantpartofthisislearningtomanageyourtimewellandfocusonthemostimportanttasksanddecisionsthatmakethebiggestdifference.ThisisthethirdtimeI'vereadthebookanditnevergetsold.It'schockedfullofinsightsandthebestbookyoucanreadonhowtoorganizeyourtimeintheworkplace.Somucho Oneofthebestbooksforthemodernworkerinanysetting,inanyorganization.Hispremiseistohelpequipthemodern"knowledgeworker"todotheirworkwell.Themostimportantpartofthisislearningtomanageyourtimewellandfocusonthemostimportanttasksanddecisionsthatmakethebiggestdifference.ThisisthethirdtimeI'vereadthebookanditnevergetsold.It'schockedfullofinsightsandthebestbookyoucanreadonhowtoorganizeyourtimeintheworkplace.Somuchofwhatisouttheretodaythatisgoodisbuiltoffofthisbook. ...more flag 2likes · Like  · seereview Aug31,2020 Cleo ratedit didnotlikeit Shelves: dnf, non-fiction DNFat17%Nope.Theprefacemakesthisseemlikeperhapsthiswon'tbeabadread,andthat,hey,maybeyoucouldgetsomethingoutofthisbook,butno.Bytheendofchapter1,myeyesstartedtoglossover.Thisisbadlywritten,itfeaturesanantiquatedwritingstyleandanoverbearingamountof"he"pronounswhenreferringtoexecutives.Beyondthat,it'ssoobviouslydrawnout,Druckerpussyfootsaroundbeforegettingtothepoint.Examplesthataregiven,arereallyjustobservation DNFat17%Nope.Theprefacemakesthisseemlikeperhapsthiswon'tbeabadread,andthat,hey,maybeyoucouldgetsomethingoutofthisbook,butno.Bytheendofchapter1,myeyesstartedtoglossover.Thisisbadlywritten,itfeaturesanantiquatedwritingstyleandanoverbearingamountof"he"pronounswhenreferringtoexecutives.Beyondthat,it'ssoobviouslydrawnout,Druckerpussyfootsaroundbeforegettingtothepoint.Examplesthataregiven,arereallyjustobservationswithwhatseemstobeatotallackoffactchecking. ...more flag 2likes · Like  · seereview «previous123456789…next» newtopicDiscussThisBook Therearenodiscussiontopicsonthisbookyet. Bethefirsttostartone» Share RecommendIt  |  Stats  |  RecentStatusUpdates Readersalsoenjoyed Seesimilarbooks… Genres Business 1,342users Leadership 495users Business> Management 417users Nonfiction 299users Productivity 186users SelfHelp 132users SelfHelp> PersonalDevelopment 81users Buisness 62users Business> Entrepreneurship 58users Audiobook 22users Seetopshelves… AboutPeterF.Drucker PeterF.Drucker 1,525 followers PeterFerdinandDruckerwasawriter,managementconsultantanduniversityprofessor.Hiswritingfocusedonmanagement-relatedliterature.PeterDruckermadefamousthetermknowledgeworkerandisthoughttohaveunknowinglyusheredintheknowledgeeconomy,whicheffectivelychallengesKarlMarx'sworld-viewofthepoliticaleconomy.GeorgeOrwellcreditsPeterDruckerasoneoftheonlywriter PeterFerdinandDruckerwasawriter,managementconsultantanduniversityprofessor.Hiswritingfocusedonmanagement-relatedliterature.PeterDruckermadefamousthetermknowledgeworkerandisthoughttohaveunknowinglyusheredintheknowledgeeconomy,whicheffectivelychallengesKarlMarx'sworld-viewofthepoliticaleconomy.GeorgeOrwellcreditsPeterDruckerasoneoftheonlywriterstopredicttheGerman-SovietPactof1939.ThesonofahighlevelcivilservantintheHabsburgempire,DruckerwasborninthechocolatecapitalofAustria,inasmallvillagenamedKaasgraben(nowasuburbofVienna,partofthe19thdistrict,Döbling).FollowingthedefeatofAustria-HungaryinWorldWarI,therewerefewopportunitiesforemploymentinViennasoafterfinishingschoolhewenttoGermany,firstworkinginbankingandtheninjournalism.WhileinGermany,heearnedadoctorateinInternationalLaw.TheriseofNazismforcedhimtoleaveGermanyin1933.AfterspendingfouryearsinLondon,in1937hemovedpermanentlytotheUnitedStates,wherehebecameauniversityprofessoraswellasafreelancewriterandbusinessguru.In1943hebecameanaturalizedcitizenoftheUnitedStates.HetaughtatNewYorkUniversityasaProfessorofManagementfrom1950to1971.From1971tohisdeathhewastheClarkeProfessorofSocialScienceandManagementatClaremontGraduateUniversity. ...more BooksbyPeterF.Drucker More… News&InterviewsTipstoReadMoreBooksin2022withtheGoodreadsReadingChallenge!   Congrats!You'vealreadyaccomplishedthefirst(andveryimportant)partofthe2022GoodreadsReadingChallenge—signingup!Justbyjoining,...Readmore...36likes·0comments TriviaAboutTheEffectiveExe... Notriviaorquizzesyet.Addsomenow» QuotesfromTheEffectiveExe... “Itismoreproductivetoconvertanopportunityintoresultsthantosolveaproblem-whichonlyrestorestheequilibriumofyesterday.” — 32likes “Intelligence,imagination,andknowledgeareessentialresources,butonlyeffectivenessconvertsthemintoresults.” — 27likes Morequotes… Welcomeback.JustamomentwhilewesignyouintoyourGoodreadsaccount.