Professional Documents
Culture Documents
Peter F. Drucker
1966
Effectiveness
Executive must manage themselves for effectiveness if they expect
others to follow
Intelligence, hard work and knowledge are not enough, others must
use our output (results)
Effectiveness often goes opposite the flow of events
Effective results always external impact
Survival of the organization depends on producing the maximum
contribution with the minimum of effort
Focus on maximum contribution imposes relevance on events.
To focus on contribution is to focus on effectiveness
It Can Be Learned
Dont do things right, do the right things
Effectiveness converts intelligence, imagination and knowledge into
results
cant be measured by traditional metrics
works from changes in trends not from events
others must make use of what we contribute
Efficiency (manual work) do things right
Not applicable to knowledge work
There are no results within an organization
Organizations are measured by their contribution to outside world
Need for resources grows with the cube of the size
5 Practices
Time
Record it
Manage it
Consolidate it
This is the ultimate finite limiting factor
Memory is not an accurate way to record time
It takes a long time to make people decisions (1 year)
Time in long continuous uninterrupted units is needed to decide who to group for
problems (1st Year)
The more physical work you want to eliminate the more mental work you must
do
Recurrent crisis is laziness
Dont overstaff
Dont have too many meetings
Results
Effective Meeting
Start with what they can do rather than what the job
requires
Lead from personal strengths
Decision Making
The specific executive task
Effective executives make effective decisions
Effective executives concentrate on the important
decisions
The decision is strategic
The decision is based on abstractions at the highest level of
conceptual understanding
The decision leads to real, effective simple action
The decision is based on a few important variables
The decision is sound and makes a real impact
Effective Decisions
Decision is a judgement
Balance between Almost right and Probably Wrong
Right decisions grow out of the clash and conflict of divergent opinions
Right decisions grow on the consideration of competing alternatives
Events are not facts, we must have a criterion of relevance
People always start with an opinion
Most look for facts that already fit the conclusions that they have reached.
Traditional measurements are often not the right measurements
Look for different ways to measure success.
Dont make a decision until there is disagreement.
The right decision demands adequate disagreement.
Disagreements is the birth of alternatives
Disagreement is needed to stimulate the imagination
Effective Decisions