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The Effective Executive: Mastering the Art of Getting Things Done
Are you constantly feeling overwhelmed, juggling tasks, and yet struggling to see significant results? Do you dream of achieving more, but find yourself bogged down in the minutiae of daily operations? You're not alone. Many ambitious individuals and even entire organizations find themselves in this unproductive cycle. This comprehensive guide delves into the principles of becoming an effective executive, providing actionable strategies to boost productivity, improve decision-making, and ultimately achieve your goals. We'll explore the key characteristics and habits that separate highly effective executives from the rest, empowering you to transform your approach to leadership and management.
Understanding the Core Principles of Effective Execution
The concept of "The Effective Executive" isn't about working harder; it's about working smarter. It’s about focusing on the activities that truly deliver impact and strategically eliminating those that don't. This involves a deep understanding of your strengths, weaknesses, and the priorities that align with your overall objectives.
#### 1. Defining Your Priorities: The Foundation of Effectiveness
Before diving into tasks, effective executives spend considerable time defining their priorities. This isn't just about making a to-do list; it's about strategically identifying the few crucial tasks that will yield the highest return on investment (ROI) of your time and effort. Techniques like the Eisenhower Matrix (urgent/important) can help categorize tasks and ensure you focus on what truly matters.
#### 2. Mastering Time Management: The Art of Focused Attention
Effective executives don't just manage time; they master it. This involves consciously scheduling time for focused work, minimizing distractions, and strategically delegating tasks. Utilizing tools like time-blocking, the Pomodoro Technique, and prioritizing meetings can significantly improve focus and output.
#### 3. Building Strong Teams: Leveraging Collective Intelligence
Effective executives recognize the power of teamwork. They understand that their success is intrinsically linked to the success of their team. Building a strong team involves clear communication, delegation based on strengths, and fostering a culture of collaboration and accountability.
#### 4. Effective Communication: The Bridge to Success
Clear, concise, and consistent communication is crucial for effective execution. This applies to both internal and external communications. Effective executives are skilled at articulating their vision, providing clear instructions, and actively listening to feedback.
#### 5. Continuous Learning and Adaptation: The Key to Long-Term Success
The business landscape is constantly evolving. Effective executives understand the importance of continuous learning and adaptation. They remain curious, seek out new information, and are willing to adjust their strategies based on changing circumstances. This includes staying abreast of industry trends, seeking mentorship, and actively reflecting on their own performance.
Developing Key Habits of Highly Effective Executives
Beyond the core principles, certain habits consistently distinguish highly effective executives. These habits aren't innate; they're developed through conscious effort and practice.
#### 1. Proactive Planning and Goal Setting:
Effective executives don't react to events; they anticipate them. They proactively plan for the future, setting clear, measurable, achievable, relevant, and time-bound (SMART) goals.
#### 2. Strategic Decision Making:
Decision-making is a crucial skill. Effective executives gather relevant information, analyze it objectively, and make timely decisions based on evidence and sound judgment. They are not afraid to make difficult choices.
#### 3. Delegation and Empowerment:
Effective executives understand the importance of delegation. They trust their team members to handle tasks effectively, empowering them to take ownership and responsibility.
#### 4. Continuous Feedback and Improvement:
Effective executives actively seek feedback from their team and stakeholders, using it to improve their performance and the performance of the organization. They embrace constructive criticism as an opportunity for growth.
#### 5. Maintaining a Work-Life Balance:
While high achievement is a hallmark of effective executives, they also understand the importance of maintaining a healthy work-life balance. Burnout is a significant impediment to long-term success.
Conclusion:
Becoming an effective executive is a journey, not a destination. It requires a conscious commitment to developing core principles, adopting key habits, and continually striving for improvement. By focusing on priorities, mastering time management, building strong teams, communicating effectively, and adapting to change, you can transform your leadership and achieve remarkable results. Remember, effectiveness is not about sheer effort; it's about strategic focus and intelligent execution.
FAQs:
1. What's the difference between being busy and being effective? Being busy implies a high volume of activity, while being effective implies achieving meaningful results. You can be busy without being effective, and vice versa.
2. How can I identify my top priorities? Use tools like the Eisenhower Matrix, prioritize tasks based on their impact, and eliminate non-essential activities.
3. How can I improve my delegation skills? Start by delegating smaller tasks, provide clear instructions and expectations, and trust your team members to execute.
4. What are some practical time management techniques? Time-blocking, the Pomodoro Technique, and prioritizing tasks based on urgency and importance are excellent strategies.
5. How can I stay motivated and avoid burnout? Prioritize self-care, set realistic goals, celebrate successes, and seek support when needed. Remember to take regular breaks and disconnect from work when possible.
| the effective executive: The Effective Executive Peter F. Drucker, 2007 Specific examples of business successes and failures serve to illustrate the essential practices of effective administration. |
| the effective executive: The Effective Executive Peter F. Drucker, 2006-01-03 What makes an effective executive? The measure of the executive, Peter F. Drucker reminds us, is the ability to get the right things done. This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results. Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-making Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. |
| the effective executive: The Effective Executive Peter Drucker, 2018-03-09 The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations. |
| the effective executive: The Effective Executive Peter F. Drucker, 2002-09-01 Specific examples of business successes and failures serve to illustrate the essential practices of effective administration. |
| the effective executive: The Effective Executive in Action Peter F. Drucker, Joseph A. Maciariello, 2005-12-02 The Effective Executive in Action is a journal based on Peter F. Drucker's classic and preeminent work on management and effectiveness -- The Effective Executive. Here Drucker and Maciariello provide executives, managers, and knowledge workers with a guide to effective action -- the central theme of Drucker's work. The authors take more than one hundred readings from Drucker's classic work, update them, and provide provocative questions to ponder and actions to take in order to improve your own work. Also included in this journal is a space for you to record your thoughts for later review and reflection. The Effective Executive in Action will teach you how to be a better leader and how to lead according to the five main pillars of Drucker's leadership philosophy. |
| the effective executive: What Makes an Effective Executive (Harvard Business Review Classics) Peter F. Drucker, 2017-01-03 In his sixty-five-year consulting career, Peter F. Drucker, widely regarded as the father of modern management, identified eight practices that can make any executive effective. Leadership is not about charisma or extroversion. It’s about these practices: Effective executives ask, “What needs to be done?” They also ask, “What is right for the enterprise?” They develop action plans. They take responsibility for decisions. They take responsibility for communicating. They focus on opportunities rather than problems. They run productive meetings. And they think and say “we” rather than “I.” Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| the effective executive: The Effective Executive Peter Ferdinand Drucker, 1967 The measure of the executive, Peter Drucker reminds us, is the ability to `get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrated the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations. Written by one of the world's leading management gurusWritten by one of the world's leading management gurus |
| the effective executive: The Effective Executive Peter F. Drucker, 2017-01-24 A handsome, commemorative edition of Peter F. Drucker’s timeless classic work on leadership and management, with a foreword by Jim Collins. What makes an effective executive? For decades, Peter F. Drucker was widely regarded as the dean of this country’s business and management philosophers (Wall Street Journal). In this concise and brilliant work, he looks to the most influential position in management—the executive. The measure of the executive, Drucker reminds us, is the ability to get the right things done. This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results. Drucker identifies five practices essential to business effectiveness that can—and must—be mastered: Managing time; Choosing what to contribute to the organization; Knowing where and how to mobilize strength for best effect; Setting the right priorities; Knitting all of them together with effective decision-making Ranging across the annals of business and government, Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. |
| the effective executive: Doing the Right Things Right Laura Stack, 2016-01-18 A How-To Guide for the Modern Leader Inspired by Peter Drucker's groundbreaking book The Effective Executive, Laura Stack details precisely how 21st-century leaders and managers can obtain profitable, productive results by managing the intersection of two critical values: effectiveness and efficiency. Effectiveness, Stack says, is identifying and achieving the best objectives for your organization—doing the right things. Efficiency is accomplishing them with the least amount of time, effort, and cost—doing things right. If you're not clear on both, you're wasting your time. As Drucker put it, “There is nothing so useless as doing efficiently that which should not be done at all.” Stack's 3T Leadership offers twelve practices that will enable executives to be effective and efficient, grouped into three areas where leaders spend their time: Strategic Thinking, Teamwork, and Tactics. With her expert advice, you'll get scores of new ideas on how you, your team, and your organization can boost productivity. |
| the effective executive: Managing Oneself Peter Ferdinand Drucker, 2008-01-07 We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations. |
| the effective executive: The Effective Manager Mark Horstman, 2016-07-05 The how-to guide for exceptional management from the bottom up The Effective Manager is a hands-on practical guide to great management at every level. Written by the man behind Manager Tools, the world's number-one business podcast, this book distills the author's 25 years of management training expertise into clear, actionable steps to start taking today. First, you'll identify what effective management actually looks like: can you get the job done at a high level? Do you attract and retain top talent without burning them out? Then you'll dig into the four critical behaviors that make a manager great, and learn how to adjust your own behavior to be the leader your team needs. You'll learn the four major tools that should be a part of every manager's repertoire, how to use them, and even how to introduce them to the team in a productive, non-disruptive way. Most management books are written for CEOs and geared toward improving corporate management, but this book is expressly aimed at managers of any level—with a behavioral framework designed to be tailored to your team's specific needs. Understand your team's strengths, weaknesses, and goals in a meaningful way Stop limiting feedback to when something goes wrong Motivate your people to continuous improvement Spread the work around and let people stretch their skills Effective managers are good at the job and good at people. The key is combining those skills to foster your team's development, get better and better results, and maintain a culture of positive productivity. The Effective Manager shows you how to turn good into great with clear, actionable, expert guidance. |
| the effective executive: Managing for Results Peter F. Drucker, 2016-06-06 Managing for Results: Economic Tasks and Risk-taking Decisions is a guidebook for those in management position. The book is comprised of 14 chapters that are organized into three parts. The first part talks about understanding the business; this part covers business realities, revenues, resources, and prospects. Part II discusses the opportunities and needs in economic dimensions of a business. Part III covers the key decision, business strategies, and building up economic performance. The book will be useful to managers, entrepreneurs, and individuals who are exposed to a decision-making situation that has an economic implication. |
| the effective executive: Peter Drucker's Five Most Important Questions Peter F. Drucker, Frances Hesselbein, Joan Snyder Kuhl, 2015-03-23 Enduring Management Wisdom for Today's Leaders From Peter F. Drucker. Peter Drucker's Five Most Important Questions provides insightful guidance and stirring inspiration for today's leaders and entrepreneurs. By applying Drucker's leadership framework in the present context of today's leaders and those who lead with them, this book is an essential resource for people leading, managing and working in all three sectors—public, private and social. Readers will gain new perspectives and develop a solid foundation upon which to build a successful and bright future. They will learn how to focus on why they are doing what they're doing, how to do it better, and how to develop a realistic, motivational plan for achieving their goals. This brief, clear, and accessible guide — peppered with commentary from distinguished management gurus, contemporary entrepreneurs and dynamic millennial leaders —will challenge readers and stimulate spirited discussion and action within any organization, inspiring positive change and new levels of excellence. In addition to contributions from Jim Collins, Marshall Goldsmith, and Judith Rodin, the book features new insights from some of today's most influential leaders in business (GE and Salesforce.com), academia (Harvard Business School and Northwestern University), social enterprise (Levo League, Pencils of Promise and Why Millennials Matter) and the military (United States Military Academy), who have been directly influenced by Drucker's theory of management. |
| the effective executive: The Effective Executive Peter Ferdinand Drucker, 1967 |
| the effective executive: Managing in Turbulent Times Peter Drucker, 2012-08-21 Managing in Turbulent Times tackles the key issues facing managers in the 1990s: how to manage in rapidly changing environments. This seminal and prophetic book laid the foundation for a generation of writers on change management. This book concerns the immediate future of business, society and the economy. The one certainty about the times ahead, says Drucker, is that they will be turbulent times. In turbulent times the first task of management is to make sure of the organizations capacity for survival, to make sure of its structural strength and soundness, its capacity to survive a blow, to adapt to sudden change and to avail itself of new opportunities. The author is concerned with action rather than understanding, with decisions rather than analysis. It aims at being a practical book for the decision maker, whether in the private or the public sector. |
| the effective executive: Classic Drucker Peter Ferdinand Drucker, 2006 This book gathers together Peter Drucker's articles from Harvard Business Review and frames them with a thoughtful introduction from the Review's Editor Tom Stewart One of this century's most highly regarded students of management, Drucker has sought out, identified, and examined the most important issues confronting managers, from corporate strategy to management style to social change. Through his unique lens, this volume gives us the rare opportunity to trace the evolution of the great shifts in our workplaces, and to understand more clearly the role of managers. This book gathers together Drucker's articles from Harvard Business Review and frames them with a thoughtful introduction from the review's editor Thomas A. Stewart. |
| the effective executive: The Practice of Management Peter Drucker, 2012-07-26 This classic volume achieves a remarkable width of appeal without sacrificing scientific accuracy or depth of analysis. It is a valuable contribution to the study of business efficiency which should be read by anyone wanting information about the developments and place of management, and it is as relevant today as when it was first written. This is a practical book, written out of many years of experience in working with managements of small, medium and large corporations. It aims to be a management guide, enabling readers to examine their own work and performance, to diagnose their weaknesses and to improve their own effectiveness as well as the results of the enterprise they are responsible for. |
| the effective executive: Summary Of "The Effective Executive: The Definitive Guide To Getting The Right Things Done - By Peter Drucker" Sapiens Editorial, 2017-10-29 DESCRIPTION OF THE ORIGINAL BOOK: In any company as large like a corporation or as small as an SMB (small and medium businesses), there are always those known as average workers and good workers, but there are also workers with high potential, that is, those people who will become the future leaders of the company. These exceptional talents usually result from a sum of generic knowledge and skills; leadership; communication skills; specific techniques regarding the function they perform; and obtaining results, that is to say, they are effective. But how do they turn from high-potential workers to effective executives? Already, the famous Austrian-American author, Peter Drucker (1909-2005), defined it in his book The Executive Effective, published in 1966. Drucker was cataloged by the organizational world as the father of business leadership, standing out, throughout his life, for being a great leader and communicator. It managed to transform the marketing and its administrators, generating a great revolution of the thought. He is credited with terms such as Entrepreneurship, Leadership by Objectives, Knowledge Society, and Postmodernity. |
| the effective executive: Gun Lap Robert Wolgemuth, 2021-05-25 You may think you’re too old to run fast, but you’re not too old to run well. When the lead runner starts his final lap in a long-distance race, the starter fires his pistol for the second time. This signals the start of the gun lap—the last chance to leave it all out on the track. “Gun Lap” is for men who are running their last lap. Or maybe younger men who are looking ahead to their gun lap, but want to live the rest of their lives with purpose and strength. This is no small thing. In fact, it’s a big deal, because we only get one chance at this life. The author of the New Testament book of Hebrews agrees...wrote, “Let us run with perseverance the race marked out for us” (12:1 CSB). Perseverance. No word better describes the goal of this race…every lap…including the last one. “Gun Lap” will help you pay close attention to the strides you have left. |
| the effective executive: The Executive in Action Peter F. Drucker, 1996-06-21 Three complete Drucker management books in one volume — Managing for Results, Innovation and Entrepreneurship, and The Effective Executive with a new preface by the author. In his preface, Peter F. Drucker says: These three books should enable executives — whether high up in the organization or just beginning their career — to know the right things to do; — to know how to do them; and — to do them effectively.Together, these three books provide The Toolkit for Executive Action. Drucker identifies and explains the practices, decisions and priorities for achieving business performance and executive effectiveness. These books cover the three dimensions of the successful practice of management. Managing for Results was the first book to explain business strategy. Drucker shows how the existing business has to focus on opportunities rather than problems to be effective, for it is the opportunities that will bring growth and performance. Innovation and Entrepreneurship analyzes the challenges and opportunities of America's new entrepreneurial economy. It is a superbly practical book that explains what established businesses, public service institutions and new ventures have to know, learn and do to prepare and create the successful businesses of tomorrow. In The Effective Executive, Drucker discusses the five practices and habits that must be learned for executive effectiveness. Ranging widely through business and government, he demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious situations. Together, these three books have sold more than a million copies; they have been published throughout the world and continue to sell actively. These are essential works for the executive and manager by the dean of this country's business and management philosophers. —Wall Street Journal |
| the effective executive: HBR's 10 Must Reads on Leadership, Vol. 2 (with bonus article "The Focused Leader" By Daniel Goleman) Harvard Business Review, Daniel Goleman, Michael D. Watkins, Herminia Ibarra, Michael E. Porter, 2020-03-24 Stay on top of your leadership game. Leadership isn't something you're born with or gifted as a reward for an abundance of charisma; true leadership stems from core skills that can be learned. Get more of the leadership ideas you want, from the authors you trust, with HBR's 10 Must Reads on Leadership (Vol. 2). We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your own and your organization's performance. With insights from leading experts including Michael D. Watkins, Herminia Ibarra, and Michael E. Porter, this book will inspire you to: Identify areas for personal growth Build trust with and among your employees Develop a more dynamic and sophisticated communication style Try out different leadership styles and behaviors to find the right approach for you--and your organization Transform yourself from a problem solver to an agenda setter Harness the power of connections Become an adaptive and strategic leader This collection of articles includes Leadership Is a Conversation, by Boris Groysberg and Michael Slind; How Managers Become Leaders: The Seven Seismic Shifts of Perspective and Responsibility, by Michael D. Watkins; Strategic Leadership: The Essential Skills, by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland; The Authenticity Paradox, by Herminia Ibarra; 'Both/And' Leadership, by Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman; Are You a Collaborative Leader? by Herminia Ibarra and Morten T. Hansen; Cross-Silo Leadership, by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; How CEOs Manage Time, by Michael E. Porter and Nitin Nohria; The Best Leaders Are Great Teachers, by Sydney Finkelstein; Nimble Leadership, by Deborah Ancona, Elaine Backman, and Kate Isaacs; and The Focused Leader, by Daniel Goleman. |
| the effective executive: The Seasons of God Richard Blackaby, 2012-08-21 What season of life are you in? Each of us goes through periods of life that have a certain character—a few months or a few years, good times or difficult circumstances, times of brilliant joy or periods of dark clouds. Often we say, “It’s just the season of life I’m in.” But did you know that just as God has purposes for the seasons of nature, he also uses seasons in your life to grow you, work with you, and talk to you? Richard Blackaby explains in The Seasons of God how understanding the principles of the seasons can offer us hope, direction, insight, and intimacy with God himself. It’s a thoughtful exploration of God’s patterns at work in our lives—how His will is being carried out in the best way…at the best time. Your plans, your relationships, your career, your ministry—all have their unique God-intended moment. God’s Word expresses it this way: “For everything there is a season, and a time for every matter under heaven.” So what’s your season of life? And what is God telling you through the season you’re in? |
| the effective executive: A Year with Peter Drucker Joseph A. Maciariello, 2014-12-02 A year-long leadership development course, divided into short, weekly lessons, based on Peter Drucker's personal coaching program, previously unpublished material, and selected readings from the management guru's classic works, compiled by his longtime collaborator Joseph A. Maciariello. A Year with Peter Drucker distills the essence of Peter Drucker's personal mentorship program into an easy-to-follow 52-week course, exploring the themes Drucker felt were most important to leadership development, including: Leaders Must Set Sights on the Important and not the Urgent—a key differentiator between a subordinate and a chief. Management is a Human Activity—Process must serve people, in and out of the organization. The Roadmap to Personal Effectiveness—the importance of mission and doing the Right Things not just Getting Things Done. The critical importance of leadership succession especially at top ranks of the organization. Each weekly management meditation includes a lesson and a message or anecdote taken from Drucker's extensive body of work, as well as suggestions for further reading, reflective questions, and quick, easy prompts to help readers incorporate the knowledge they've learned into their daily work. A lifetime of wisdom brilliantly honed into a single essential volume by Drucker's collaborator Joseph A. Maciariello, A Year with Peter Drucker gives both lifelong Drucker fans and young executives now discovering his brilliance an invaluable opportunity to learn directly from the late master. |
| the effective executive: Mind Management, Not Time Management David Kadavy, 2020-10-27 OVER 40,000 COPIES SOLD “An exhilarating but highly structured approach to the creative use of time. Kadavy’s approach is likely to spark a new evaluation of conventional time management. ” —Kirkus Reviews You have the TIME. Do you have the ENERGY? You’ve done everything you can to save time. Every productivity tip, every “life hack,” every time management technique. But the more time you save, the less time you have. The more overwhelmed, stressed, exhausted you feel. “Time management” is squeezing blood from a stone. Introducing a new approach to productivity. Instead of struggling to get more out of your time, start effortlessly getting more out of your mind. In Mind Management, Not Time Management, best-selling author David Kadavy shares the fruits of his decade-long deep dive into how to truly be productive in a constantly changing world. Quit your daily routine. Use the hidden patterns all around you as launchpads to skyrocket your productivity. Do in only five minutes what used to take all day. Let your “passive genius” do your best thinking when you’re not even thinking. “Writer’s block” is a myth. Learn a timeless lesson from the 19th century’s most underrated scientist. Wield all of the power of technology, with none of the distractions. An obscure but inexpensive gadget may be the shortcut to your superpowers. Keep going, even when chaos strikes. Tap into the unexpected to find your next Big Idea. Mind Management, Not Time Management isn’t your typical productivity book. It’s a gripping page-turner chronicling Kadavy’s global search for the keys to unlock the future of productivity. You’ll learn faster, make better decisions, and turn your best ideas into reality. Buy it today. |
| the effective executive: The Peter F. Drucker Reader Peter F. Drucker, Harvard Business Review, 2016-11-15 The best of Peter F. Drucker’s articles on management, all in one place. That “management” exists as a concept, a practice, and a profession is largely due to the thinking of Peter F. Drucker. For nearly half a century, he inspired and educated managers—and powerfully shaped the nature of business—with his iconic articles in Harvard Business Review. Through the lens of Drucker’s broad vision, this volume presents an opportunity to trace the great shifts in organizations in the late twentieth and early twenty-first centuries—from manufacturing to knowledge work, from career-length employee tenures to short-term contract relationships, from command-and-control structures to flatter organizations that call for new leadership techniques. These articles also offer a firm and practical grasp of the role of the manager and the executive today—their responsibilities, their relationships, their decisions, and detailed processes that can make their work more effective. A celebrated thinker at his best, in this volume Drucker paints a clear and comprehensive picture of management thinking and practice—both as it is and as it will be. This collection of articles includes: “What Makes an Effective Executive,” “The Theory of the Business,” “Managing for Business Effectiveness,” “The Effective Decision,” “How to Make People Decisions,” “They’re Not Employees, They’re People,” “The New Productivity Challenge,” “What Business Can Learn from Nonprofits,” “The New Society of Organizations,” and “Managing Oneself.” |
| the effective executive: The CEO Test Adam Bryant, Kevin Sharer, 2021-03-02 Named to the longlist for the 2021 Outstanding Works of Literature (OWL) Award in the Leadership category Are you ready to lead? Will you pass the test? Despite all the effort through the years to understand what it takes to be an effective leader, the challenges of leadership remain enormously difficult and elusive; even today, most CEOs don't last five years in the job. The demands to deliver at a consistently high level can be unforgiving. The loneliness. The weight of responsibility. The relentless second-guessing and criticism. The pressure to build all-star teams. The 24/7 schedule that requires superhuman stamina. The tough decisions that often leave no one happy. The expectation to always have the right answer when it can be hard just to know the right question. These challenges are brought into their highest and sharpest relief in the corner office, but they are hardly unique to chief executives. All leaders face their own version of these tests, and the authors draw on the distilled wisdom, stories, and lessons from hundreds of chief executives to show how every aspiring leader can master these challenges and lead like a CEO. These foundational leadership skills will make all aspiring executives more effective in their roles today and lift the trajectory of their careers. The CEO Test is the authoritative, no-nonsense insider's guide to navigating leadership's toughest challenges, brought to you by authors uniquely qualified to tell the stories. Adam Bryant has conducted in-depth interviews with more than 600 CEOs. Kevin Sharer spent more than two decades as president and then CEO of Amgen, where he led its expansion from $1 billion in annual revenues to nearly $16 billion. He has served on many boards and is a sought-after mentor for CEOs of global companies. Leadership is getting harder as the speed of disruption across all industries accelerates. The CEO Test will better prepare you to succeed, whether you're a CEO or just setting out to become one. |
| the effective executive: Ask a Manager Alison Green, 2018-05-01 'I'm a HUGE fan of Alison Green's Ask a Manager column. This book is even better' Robert Sutton, author of The No Asshole Rule and The Asshole Survival Guide 'Ask A Manager is the book I wish I'd had in my desk drawer when I was starting out (or even, let's be honest, fifteen years in)' - Sarah Knight, New York Times bestselling author of The Life-Changing Magic of Not Giving a F*ck A witty, practical guide to navigating 200 difficult professional conversations Ten years as a workplace advice columnist has taught Alison Green that people avoid awkward conversations in the office because they don't know what to say. Thankfully, Alison does. In this incredibly helpful book, she takes on the tough discussions you may need to have during your career. You'll learn what to say when: · colleagues push their work on you - then take credit for it · you accidentally trash-talk someone in an email and hit 'reply all' · you're being micromanaged - or not being managed at all · your boss seems unhappy with your work · you got too drunk at the Christmas party With sharp, sage advice and candid letters from real-life readers, Ask a Manager will help you successfully navigate the stormy seas of office life. |
| the effective executive: Extreme Ownership Jocko Willink, Leif Babin, 2018-01-30 MORE THAN HALF A MILLION COPIES SOLD An updated edition of the blockbuster leadership book that took America and the world by storm. In Extreme Ownership, Jocko Willink and Leif Babin share hard-hitting, Navy SEAL combat stories that translate into lessons for business and life. Jocko and Leif served together in SEAL Task Unit Bruiser, the most highly decorated Special Operations unit from the war in Iraq. Through those difficult months of sustained combat, Jocko, Leif and their SEAL brothers learned that leadership - at every level - is the most important thing on the battlefield. Now they teach these same leadership principles to companies throughout the business world that want to build their own high-performance, winning teams. Extreme Ownership explains the SEAL leadership concepts crucial to accomplishing the most difficult missions in combat and how to apply them to any group, team, or organization. It provides the reader with Jocko and Leif's formula for success: the mindset and guiding principles that enable SEAL combat units to achieve extraordinary results. It demonstrates how to apply these directly to business and life to likewise achieve victory. Take Extreme Ownership. Lead and win. |
| the effective executive: Effective Executive Compensation Michael Dennis GRAHAM, Thomas A Roth, Dawn Dugan, 2008-04-23 When it comes to creating an executive compensation program, it can feel like there’s little gray area between giving top performers too shiny a golden parachute, with exorbitant perks, and providing the company’s leaders with the incentive they need to continue doing their best. This book gives readers the techniques and understanding they need to design a rewards strategy that will motivate performers while benefiting the entire organization. Taking a careful look at the complicated state of executive rewards, this no-nonsense, practical guide provides readers with a complete methodology for motivating management to accomplish critical business goals. Eschewing a one-size-fits-all approach, the book uses case studies and examples to illustrate what factors should be considered—including environment, key stakeholders, people strategy, business strategy, and organizational capabilities—when designing a program that will benefit both their company and the people who fuel its success. |
| the effective executive: Drucker on Leadership William A. Cohen, 2009-11-16 Although Peter Drucker, “The Father of Modern Management,” died in 2005, his timeless teachings are studied and practiced by forward-thinking managers worldwide. His lessons and wisdom on the topic of leadership—the central element of management—are in constant demand, yet he wrote little under that actual subject heading. In Drucker on Leadership, William A. Cohen explores Drucker’s lost leadership lessons—why they are missing, what they are, why they are important, and how to apply them. As Cohen explains, Drucker was ambivalent about leadership for much of his career, making it clear that leadership was not by itself “good or desirable.” While Drucker struggled with the concept of leadership, he was well aware that it had a critical impact on the accomplishment of all projects and human endeavors. There is no book from Drucker specifically dedicated to leadership, but a wealth of information about leadership can be found scattered throughout his 40 books and hundreds of articles. Drucker’s teachings about leadership have saved many corporations from failure and helped guide others to outstanding success. Many of the leadership concepts revealed in this book will surprise and perhaps shock Drucker’s followers. For example, who would have thought that Peter Drucker taught that “leadership is a marketing job” or that “the best leadership lessons for business or any nonprofit organization come from the military”? Written for anyone who values the insights of the man whose name is synonymous with excellence in management, Drucker on Leadership offers a deeper understanding of what makes an extraordinary leader. |
| the effective executive: Humor That Works Andrew Tarvin, 2012-11-13 The author presents a collection of ways to reap the proven human and corporate benefits of humor at work, organized by core business skill and founded on his own work as a business speaker and coach with the consulting company, Humor That Works. |
| the effective executive: What Executives Should Remember Peter F. Drucker, 2006 |
| the effective executive: The Practitioner's Guide To Product Management Jock Busuttil, 2015-01-06 Product management has never been a more necessary or in-demand discipline for both technology startups and more established companies. Through technology, we have the means to enrich our work and leisure time in ways people, even just a few years ago, could only have dreamed about. It is easier, cheaper and quicker than it ever has been before to create technology products in both software and hardware. Everything is continually changing and the pace of innovation is perpetually increasing - just look at 3D printing. Product management is the art, science and skill of bringing a successful product to life. In The Practitioner's Guide To Product Management, Jock Busuttil looks what product managers do, how the role came to be, how it's still continuing to evolve, and why it's such good news that there's no prescribed route to becoming one. Busuttil also delves into examples of the good, the bad and the ill-advised products to consider why they succeeded and failed and give you the inside track on avoiding all the common product management pitfalls. The book examines the fine line between success and failure and reveals nine ways you can increase your product's chances of success. If you're new to product management and wondering what it's all about or if you're a product manager shooting for professional success, this book will give you the inside track on starting, developing, and then selling a new product. |
| the effective executive: Executive Continuity: how to Build and Retain an Effective Management Team Walter R. Mahler, William F. Wrightnour, 1973 |
| the effective executive: The Four Obsessions of an Extraordinary Executive Patrick M. Lencioni, 2010-06-22 A gripping tale that reveals what occupies the minds of the world’s best business leaders As CEO, most everything that Rich O'Connor did had something to do with at least one of the four disciplines on his famed yellow sheet. Some of the firm's executives joked that he was obsessed with it. Interestingly, only a handful of people knew what was on that sheet, and so it remained something of a mystery. Which was okay with Rich, because no one really needed to understand it, other than him. He certainly never suspected that it would become the blueprint of an employee's plan to destroy the firm. In this stunning follow-up to his best-selling book, The Five Temptations of a CEO, Patrick Lencioni offers up another leadership fable that's every bit as compelling and illuminating as its predecessor. This time, Lencioni's focus is on a leader's crucial role in building a healthy organization - an often overlooked but essential element of business life that is the linchpin of sustained success. Readers are treated to a story of corporate intrigue as Rich O'Connor, fictional CEO of technology consulting company Telegraph Partners, faces a leadership challenge so great that it threatens to topple his company, his career and everything he holds true about what makes a leader truly exceptional. In the story's telling, Lencioni deftly helps his readers understand the disarming simplicity and power of creating a healthy organization and reveals four key disciplines that they can follow to achieve it. In The Four Obsessions of an Extraordinary Executive, Lencioni delivers an utterly gripping tale with a powerful and memorable message for all who strive to be remarkable leaders. |
| the effective executive: The Daily Drucker Peter Drucker, 2018-03-09 A powerful new learning tool for the ambitious, self-directed manager, entrepreneur, or business person today, The Daily Drucker distils the essence of management guru Peter F. Drucker's teachings in an easy-to-access, daily calendar format. It presents in organized form: a key statement of Drucker’s, followed by a few lines of comment and explanation, with topics ranging across a great many fields of his work: management, business and the world economy; a changing society; innovation and entrepreneurship; decision-making; the changing workforce and the non-profit and their management. However, the most important part of this book are the blank halves of its pages. They are what the readers will contribute, their actions, decisions and the results of these decisions. There are 366 readings, each addressing a major topic, one for every day of the year. Each reading starts with a topic and a “Drucker Proverb” such as “Know Thy Time”, capturing the essence of the topic. Then there is a teaching taken directly from the works of Peter Drucker. Next comes the action step, where you are asked to “Think on” the teaching and apply it to yourself and your organization. |
| the effective executive: Doing the Right Things Right Laura Stack, 2016-01-18 A How-To Guide for the Modern Leader Inspired by Peter Drucker’s groundbreaking book The Effective Executive, Laura Stack details precisely how 21st-century leaders and managers can obtain profitable, productive results by managing the intersection of two critical values: effectiveness and efficiency. Effectiveness, Stack says, is identifying and achieving the best objectives for your organization—doing the right things. Efficiency is accomplishing them with the least amount of time, effort, and cost—doing things right. If you’re not clear on both, you’re wasting your time. As Drucker put it, “There is nothing so useless as doing efficiently that which should not be done at all.” Stack’s 3T Leadership offers twelve practices that will enable executives to be effective and efficient, grouped into three areas where leaders spend their time: Strategic Thinking, Teamwork, and Tactics. With her expert advice, you’ll get scores of new ideas on how you, your team, and your organization can boost productivity. |
| the effective executive: Dare to Lead Brené Brown, 2018-10-11 In her #1 NYT bestsellers, Brené Brown taught us what it means to dare greatly, rise strong and brave the wilderness. Now, based on new research conducted with leaders, change makers and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Leadership is not about titles, status and power over people. Leaders are people who hold themselves accountable for recognising the potential in people and ideas, and developing that potential. This is a book for everyone who is ready to choose courage over comfort, make a difference and lead. When we dare to lead, we don't pretend to have the right answers; we stay curious and ask the right questions. We don't see power as finite and hoard it; we know that power becomes infinite when we share it and work to align authority and accountability. We don't avoid difficult conversations and situations; we lean into the vulnerability that’s necessary to do good work. But daring leadership in a culture that's defined by scarcity, fear and uncertainty requires building courage skills, which are uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the same time we're scrambling to figure out what we have to offer that machines can't do better and faster. What can we do better? Empathy, connection and courage to start. Brené Brown spent the past two decades researching the emotions that give meaning to our lives. Over the past seven years, she found that leaders in organisations ranging from small entrepreneurial start-ups and family-owned businesses to non-profits, civic organisations and Fortune 50 companies, are asking the same questions: How do you cultivate braver, more daring leaders? And, how do you embed the value of courage in your culture? Dare to Lead answers these questions and gives us actionable strategies and real examples from her new research-based, courage-building programme. Brené writes, ‘One of the most important findings of my career is that courage can be taught, developed and measured. Courage is a collection of four skill sets supported by twenty-eight behaviours. All it requires is a commitment to doing bold work, having tough conversations and showing up with our whole hearts. Easy? No. Choosing courage over comfort is not easy. Worth it? Always. We want to be brave with our lives and work. It's why we're here.’ |
| the effective executive: The Future of Industrial Man Peter F. Drucker, 1995-01-01 This is the only book by Drucker in which he systematically develops a basic social theory. He presents the requirements for any society to be functioning and legitimate, and then applies these general concepts to the special |
| the effective executive: The CEO’s Secret Weapon Jan Jones, 2016-01-11 Many executives don't take full advantage of the assistant who sits right outside their door. This book educates executives about all the ways in which they can streamline and improve the way they work with the help of a great assistant, while teaching them to identify great candidates and maximize the benefits of this special relationship. |
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