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Peter Drucker

The Effective Executive

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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-makingRanging 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.

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    b7529255219citeerde uit16 dagen geleden
    They asked, “What needs to be done?”

    • They 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.

    • They thought and said “we” rather than “I.”
    Andrey Prozorovciteerde uit2 maanden geleden
    “I’m sorry to imprison you in this long meeting, as I did not have time to prepare a short one.”
    Djabrail Nasrutdinovciteerde uit3 maanden geleden
    needs and opportunities. This one may sound simple; it isn’t, but it needs to be strictly observed.

    We’ve just reviewed eight practices of effective executives. I’m going to throw in one final, bonus practice. This one’s so important that I’ll elevate it to the level of a rule: Listen first, speak last.

    Effective executives differ widely in their personalities, strengths, weaknesses, values, and beliefs. All they have in common is that they get the right things done. Some are born effective. But the demand is much too great to be satisfied by extraordinary talent. Effectiveness is a discipline. And, like every discipline, effectiveness

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