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What Makes an Effective Executive (Harvard Business Review Classics)

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An effective executive does not need to be a leader in the typical sense of the word. Peter Drucker,....


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An effective executive does not need to be a leader in the typical sense of the word. Peter Drucker,....

30 review for What Makes an Effective Executive (Harvard Business Review Classics)

  1. 4 out of 5

    Archit

    Effective executives follow 8 practices (1st 2 practices give them the knowledge they need, next 4 convert the knowledge to action and the last 2 ensure accountability): 1. What needs to be done • Not to be confused with “what do I need to do” • After asking “what needs to be done”, set the priorities 2. What is right for the enterprise? • They don’t ask if its right for the owners, employees, share price etc. albeit these are important considerations 3. Developing action plans • What contributions sho Effective executives follow 8 practices (1st 2 practices give them the knowledge they need, next 4 convert the knowledge to action and the last 2 ensure accountability): 1. What needs to be done • Not to be confused with “what do I need to do” • After asking “what needs to be done”, set the priorities 2. What is right for the enterprise? • They don’t ask if its right for the owners, employees, share price etc. albeit these are important considerations 3. Developing action plans • What contributions should the enterprise expect from me over the next 18 months to 2 years? What results will I commit to? With what deadlines • Is the course of action legal, acceptable & compatible with the mission statement? • This action plan is a statement of intention rather than a commitment. It must not become a straitjacket • Create a system for comparing results against expectation. First feedback – halfway through the plan period. Second feedback at the end 4. Taking responsibility for the decisions • A decision has not been made until people know the name of the persons carrying it out, deadline, people going to be affected by it, names of people who have to be informed of the decision • It is generally assumed that decision making happens at “senior” levels. It is a huge mistake. Decision making must be taught at all levels of the organization 5. Taking responsibility for communicating • Share your action plans with colleagues and seek feedback • Organizations are held together by information rather than by ownership or chain of command 6. Focusing on opportunities rather than problems • Change is an opportunity not a threat • Scan these 7 situations for opportunities o Unexpected success or failure in one’s own enterprise, in a competing enterprise or industry o Gap between what is v/s what could be in a market, process, product o Innovation in a process, product, WITHIN or OUTSIDE the enterprise/ industry o Changes in industry & market structure o Demographics o Changes in mindset, values, perception o New knowledge/ technology 7. Running productive meetings 8. Thinking and saying “We” rather than “I” • Put enterprise’s needs before your own 9. Bonus practice – listen first, speak last

  2. 5 out of 5

    Ravi Teja

    Much like the books in this series, HBR Classics, this is a good book and this book provides checklists of sorts. It was enough to make me identify one chink in my armour that I'd would work on. In essence this is what author says: So what do effective leaders have in common? They get the right things done, in the right ways— by following eight simple rules: • Ask what needs to be done. • Ask what’s right for the enterprise. • Develop action plans. • Take responsibility for decisions. • Take responsi Much like the books in this series, HBR Classics, this is a good book and this book provides checklists of sorts. It was enough to make me identify one chink in my armour that I'd would work on. In essence this is what author says: So what do effective leaders have in common? They get the right things done, in the right ways— by following eight simple rules: • Ask what needs to be done. • Ask what’s right for the enterprise. • Develop action plans. • Take responsibility for decisions. • Take responsibility for communicating. • Focus on opportunities, not problems. • Run productive meetings. • Think and say “We,” not “I.” • Listen first, speak last. (bonus rule) Using discipline to apply these rules, you gain the knowledge you need to make smart decisions, convert that knowledge into effective action, and ensure accountability throughout your organization. Initially Drucker gave excellent example regarding the topic, 'What needs to be done?' but thereafter the concrete examples got dwindled. Again he gave a solid example for the topic 'Take responsibility for communicating'. An immensely helpful book which would have been even better had there been more examples. But like I said this book is very good refresher and checklist to refer.

  3. 4 out of 5

    Chase Adams

    This is a great distillation of what can be found in The Effective Executive and The Effective Executive is one of the most important books I've read for my career. There are 8 practices (with a bonus practice) that Drucker calls out as making an effective executive: - 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 opportun This is a great distillation of what can be found in The Effective Executive and The Effective Executive is one of the most important books I've read for my career. There are 8 practices (with a bonus practice) that Drucker calls out as making an effective executive: - 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.” - They listen first, speak last. (bonus)

  4. 4 out of 5

    Kells Next Read

    Ratings 4.25 stars 'Effectiveness is a Discipline' Eight practices of an Effective Executive: What needs to be Done What is right for the enterprise Write Action plans Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities rather than problems Run productive meetings Think and say 'We' rather than 'I' Bonus practice ( elevated to a Rule instead of practice because of its importance ): Listen, First, Speak Last. Ratings 4.25 stars 'Effectiveness is a Discipline' Eight practices of an Effective Executive: What needs to be Done What is right for the enterprise Write Action plans Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities rather than problems Run productive meetings Think and say 'We' rather than 'I' Bonus practice ( elevated to a Rule instead of practice because of its importance ): Listen, First, Speak Last.

  5. 5 out of 5

    Dillon

    Short enjoyable read. Peter Drucker's work is always a good refresher on the best practices in management and leadership. If you're in a leadership role within an organization, this book is short enough that you should absolutely read this. Eight simple rules are defined to make an effective executve. Through out the short book they are given examples on these rules and then are summarized in the last section of the book. Short enjoyable read. Peter Drucker's work is always a good refresher on the best practices in management and leadership. If you're in a leadership role within an organization, this book is short enough that you should absolutely read this. Eight simple rules are defined to make an effective executve. Through out the short book they are given examples on these rules and then are summarized in the last section of the book.

  6. 4 out of 5

    James Goswell

    2020: 2

  7. 4 out of 5

    P.

    Nice and easy read packed full of real time applicable items.

  8. 5 out of 5

    Ahmed Atef

    Short concise read with rules one have been grouping for years. Need to read once a year till you apply naturally. Enjoyable read.

  9. 5 out of 5

    Ron

    There’s a reason why it’s a classic...but more of a 4.7 due to overly-aggressive editing.

  10. 5 out of 5

    Remo Uherek

    I enjoyed this short manifesto on leadership by one of my favorite management thinkers.

  11. 4 out of 5

    Mike Melia

  12. 4 out of 5

    Jacquie Boyer

  13. 5 out of 5

    Liam Barden

  14. 4 out of 5

    Marcelo Ancelmo

  15. 4 out of 5

    Jen Vasquez

  16. 5 out of 5

    Efrem

    This book is a good, brief guide to the essentials of success in high-level positions. It boils down the requirements of being a good executive to its most rudimentary form.

  17. 5 out of 5

    Johan

  18. 5 out of 5

    Daniel Mendoza

  19. 5 out of 5

    Nick

  20. 5 out of 5

    Pooja Dandey

  21. 5 out of 5

    Jacqueline Roder

  22. 4 out of 5

    Justin Drape

  23. 5 out of 5

    Auggie

  24. 5 out of 5

    Andrew

  25. 5 out of 5

    Thomas Dodds

  26. 5 out of 5

    Mikko Ikola

  27. 4 out of 5

    Muhaimi1

  28. 5 out of 5

    Paul Vittay

  29. 4 out of 5

    Nikhil

  30. 4 out of 5

    John Love

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