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What Makes an Effective Executive (HBR OnPoint Enhanced Edition) | 
 enlarge | Author: Peter F. Drucker
Publisher: Harvard Business Review
Category: Book
Buy New: $6.50
Rating:  1 reviews
Sales Rank: 1099412
Format: Download: Pdf
Media: Digital
Pages: 9
ASIN: B0002KK6G6
Publication Date: June 1, 2004
Availability: Available for download now
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Product Description
An effective executive does not need to be a leader in the typical sense of the word. Peter Drucker, the author of more than two dozen HBR articles, says some of the best business and nonprofit CEOs he has worked with over his 65-year consulting career were not stereotypical leaders. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. What made them all effective is that they followed the same eight practices: They asked, "What needs to be done?" They also asked, "What is right for the enterprise?" They developed action plans. They took responsibility for decisions. They took responsibility for communicating. They were focused on opportunities rather than problems. They ran productive meetings. And they thought and said "we" rather than "I." The first two practices provided them with the knowledge they needed. The next four helped them convert this knowledge into effective action, for knowledge is useless to executives until it has been translated into deeds. The last two ensured that the whole organization felt responsible and accountable. 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 needs and opportunities. The author also suggests a ninth practice that's so important, he elevates it to the level of a rule: Listen first, speak last. The demand for effective executives is much too great to be satisfied by those few people who are simply born to lead. Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned.
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| Customer Reviews:
The nine essential practices of an effective executive November 26, 2004
Gerard Kroese (The Netherlands)
Peter F. Drucker, born in 1918, is probably the 20st Century's greatest management thinker. He was Professor at New York University and currently teaches at the Graduate Management School of Claremont University, California. Drucker is the authors of numerous books and award-winning articles. This article was published in the June 2004-issue of the Harvard Business Review.
According to Drucker there are eight practices, plus one, which make the best executives effective. Under the heading - Get the Knowledge You Need - he discusses the first two practices: (1) Asking what has to be done and (2) asking what is right for the enterprise. "... failure to ask the question virtually guarantees the wrong decision." Under the headings - Write an Action Plan and Act - he discusses that effective executives executive. They translate knowledge into deeds. The executive "needs to think about desired results, probable restraints, future revisions, check-in points, and implications for how he'll spend his time", or in short, (3) he needs to develop an action plan. Once the action plan is complete, the executive needs to pay particular attention to (4) decision making, (5) communication, (6) opportunities, and (7) meetings. It is about responsibility, focus and productivity of each of these practices. The eight practice is to think "we" rather than "I". "This one may sound simple; it isn't." In addition to these eight practices Drucker voices a couple of important messages in his conclusion. "I'm going to throw one final, bonus practice. ... Listen first, speak last." He also states that extraordinary talent is not enough and that effectiveness is a discipline. "And, like every discipline, effectiveness can be learned and must be learned."
Yes, this is a good article. It recognizes 9 essential practices which are essential to being effective. The good thing is that each practice is quite simple and possible for each individual, including non-executives. The main requirement is a lot of energy and discipline. However, these ideas are not new. I believe that most practices come from Peter Drucker's 1966-bestseller 'The Effective Executive.' Highly recommended.
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