Being a Help Rather Than a Bother, 17. Juli 2007

Have you ever run into executives who create more harm than good? Do you realize that some people may see you that way, at least in some situations.One of the most famous quotes by Peter Drucker is that he sometimes refers to himself as an "insultant" rather than a consultant. His straight talk in this book will direct you onto the right path for helping your organization accomplish more.Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.We also need to be systems thinkers, getting to the core of the issue first. If you would like to know more about that subject, look at The Fifth Discipline. For example, if you are weak on new products, you need to work on the new product development process before fine-tuning your marketing. If you reverse the order of these activities, your results will be far less.Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.If you liked what Peter Drucker had to say in this book, you may want to read his latest book, Management Challenges for the 21st Century, to get your agenda for using the skills you developed from The Effective Executive.

        Being a Help Rather Than a Bother, 17. Juli 2007

Have you ever run into executives who create more harm than good? Do you realize that some people may see you that way, at least in some situations.One of the most famous quotes by Peter Drucker is that he sometimes refers to himself as an "insultant" rather than a consultant. His straight talk in this book will direct you onto the right path for helping your organization accomplish more.Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.We also need to be systems thinkers, getting to the core of the issue first. If you would like to know more about that subject, look at The Fifth Discipline. For example, if you are weak on new products, you need to work on the new product development process before fine-tuning your marketing. If you reverse the order of these activities, your results will be far less.Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.If you liked what Peter Drucker had to say in this book, you may want to read his latest book, Management Challenges for the 21st Century, to get your agenda for using the skills you developed from The Effective Executive.

       Know Thyself!, 17. Juni 2004

This book is largely about you - about self improvement. The main message of Professor Drucker is, that you won't be able to be effective in your organization, if you are not effective. If you like to grow within you and your organization, this book will show you ways what you can do to reach them. No matter where you stand in your organization, this practical book is a valid source, to inspire you with the right questions, to become the manager of your own destiny. To become a valuable and recognized manager is not a simple, and it will not happen by chance. It is about doing the right things right. You will learn them by reading this book and applying them in your daily business. Good reading and Good Luck!

       Straight Talk About Increasing Your Executive Effectiveness, 16. Mai 2000

Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.

The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.

Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.

Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.

We also need to be systems thinkers, getting to the core of the issue first. If we are weak on new products, we need to work on the new product development process before fine-tuning our marketing. If we reverse the order of these activities, our results will be far less.

Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.

I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.

Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.

You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.

If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.

       Impressive, 14. April 2000

This is a good and clearly written book. One section that fascinated me was about being efficient with time-management. Drucker sites FDR's aide Harry Hopkins as being so sick during WW II, that he literally could only work a few hours every OTHER day. But that he got MORE work done than anyone in wartime Washington. Because he was efficient. Winston Churchill called him, "Lord Heart of the Matter." I know workaholics who emotionally deprive their families, but take a martyr-like pleasure in their workaholism. And, yes, sometimes they are very accomplished. But I also have a friend in the South of France who is filthy rich, and lives on a huge estate, and made all his immense wealth on his own. And he still works full time. And he rarely works more than a six hour day! And sometimes much less than that! After reading this book, I realized he is just very efficient. Another good book is Robert Ringer's MILLION DOLLAR HABITS. He relates how he used to be frustrated to see so many people work fewer hours than he, but make a lot more money. Then he read a study that showed the most successful people are not workaholics: they are efficient. THE EFFECTIVE EXECUTIVE lets you learn new and helpful habits.