The Effective Executive – February, 1967

The Effective Executive Hardcover – February, 1967
Author: Visit ‘s Peter F Drucker Page ID: 0060318252

Review

‘Long recognised in business circles as a voice to listen to’
Harvard Business Review

‘…it would be difficult to overestimate his contribution to management thinking’
Financial Times

–This text refers to an out of print or unavailable edition of this title.

About the Author

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

–This text refers to the Paperback edition.

Hardcover: 178 pagesPublisher: Harpercollins Publisher; 1st edition (February 1967)Language: EnglishISBN-10: 0060318252ISBN-13: 978-0060318253 Product Dimensions: 6.1 x 1.1 x 11.1 inches Shipping Weight: 12.8 ounces Best Sellers Rank: #76,719 in Books (See Top 100 in Books) #1369 in Books > Business & Money > Management & Leadership > Management
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.
"The Effective Executive" (1966) was the first book to define who an executive is and to explain the practices of effective executives. Today there are several in this genre. But this book was the first, as is the case with many of Drucker’s masterpieces.

Drucker starts the book by stating that this book is about managing oneself and that executives who do not manage themselves cannot possibly expect to manage other people.

Efficiency vs. Effectiveness:

"Efficiency is doing things right; effectiveness is doing the right things."

For manual work, efficiency was enough. In today world, the center of gravity has shifted from the manual worker to the "knowledge worker" (a term Drucker coined in the 60s). For knowledge work, effectiveness is more important than efficiency.

Who is an executive?

Executive = a knowledge worker who is … responsible for contributions (decisions, actions) … that have significant impact on … performance and results of the whole organization (derived from pages 5 through 9).

Effective executives:

1. Manage time

2. Focus on contributions and results

3. Build on strengths

4. Set the right priorities

5. Make effective decisions

1. Manage time:

"Time is the scarcest resource, and unless it is managed, nothing else can be managed" (page 51).

Chapter 2, Know Thy Time, starts with a three-step process – recording, managing and consolidating time. Drucker then states the factors that make time a unique resource – the supply of time is inelastic, time is perishable and cannot be stored, time is irreplaceable (i.e. has no substitute), all work takes place in and uses up time.

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