It's finally here: the long-awaited exposition of the most important lessons from The Effective Executive.
First, we must set the scene. , Peter F. Drucker begins his 1987 preface to his 1966 book on the effective executive thus:
Management books usually deal with managing other people. The subject of this book is managing oneself for effectiveness. That one can truly manage other people is by no means adequately proven. But one can always manage oneself. Indeed, executives who do not manage themselves for effectiveness cannot possibly expect to manage their associates and subordinates. Management is largely by example. Executives who do not know how to make themselves effective in their own job and work set the wrong example.Executive effectiveness, Drucker asserts, consists in certain, fairly simple, practices, none of which are inborn or are the result of special talents or personalities. In other words, effectiveness is something that has to learned and practiced until it becomes habit.
Effectiveness, i.e., getting the right things done, is what executives are paid for. Without it, there can be no performance, no matter how much intelligence, hard work, or knowledge that goes into the work.
So, what are the principles of executive effectiveness?
These will be the subject of upcoming entries.