The Effective Executive by Peter F. Drucker and Jim Collins Flashcards Preview

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1

The most effective among us have the same number of hours as everyone else, yet they deploy them better, often much better than people with far greater raw talent.

The Effective Executive by Peter F. Drucker and Jim Collins

2

#1: First, manage thyself.

The Effective Executive by Peter F. Drucker and Jim Collins

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#2: Do what you’re made for.

The Effective Executive by Peter F. Drucker and Jim Collins

4

One of Drucker’s most arresting points is that we are all incompetent at most things. The crucial question is not how to turn incompetence into excellence, but to ask, “What can a person do uncommonly well?”.

The Effective Executive by Peter F. Drucker and Jim Collins

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#3: Work how you work best (and let others do the same).

The Effective Executive by Peter F. Drucker and Jim Collins

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#4: Count your time, and make it count.

The Effective Executive by Peter F. Drucker and Jim Collins

7

The “secret” of people who do so many difficult things, writes Drucker, is that they do only one thing at a time; they refuse to let themselves be squandered away in “small driblets [that] are no time at all. ”.

The Effective Executive by Peter F. Drucker and Jim Collins

8

#5: Prepare better meetings.

The Effective Executive by Peter F. Drucker and Jim Collins

9

Those who make the most of meetings frequently spend substantially more time preparing for the meeting than in the meeting itself.

The Effective Executive by Peter F. Drucker and Jim Collins

10

If meetings come to dominate your time, then your life is likely being ill-spent.

The Effective Executive by Peter F. Drucker and Jim Collins

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#6: Don’t make a hundred decisions when one will do.

The Effective Executive by Peter F. Drucker and Jim Collins

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#7: Find your one big distinctive impact.

The Effective Executive by Peter F. Drucker and Jim Collins

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#8: Stop what you would not start.

The Effective Executive by Peter F. Drucker and Jim Collins

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#9: Run lean.

The Effective Executive by Peter F. Drucker and Jim Collins

15

The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B-players.

The Effective Executive by Peter F. Drucker and Jim Collins

16

Get better people, give them really big things to do, enlarge their responsibilities, and let them work.

The Effective Executive by Peter F. Drucker and Jim Collins

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#10: Be useful.

The Effective Executive by Peter F. Drucker and Jim Collins

18

At one point, I asked him which of his twenty-six books he was most proud of, to which Drucker, then 86, replied: “The next one!” He wrote ten more.

The Effective Executive by Peter F. Drucker and Jim Collins

19

A great teacher can change your life in thirty seconds.

The Effective Executive by Peter F. Drucker and Jim Collins

20

Management is largely by example.

The Effective Executive by Peter F. Drucker and Jim Collins

21

Have not come across a single “natural”: an executive who was born effective. All the effective ones have had to learn to be effective. And all of them then had to practice effectiveness until it became habit. But all the ones who worked on making themselves effective executives succeeded in doing so. Effectiveness can be learned—and it also has to be learned.

The Effective Executive by Peter F. Drucker and Jim Collins

22

The effectiveness of the individual depends increasingly on his or her ability to be effective in an organization, to be effective as an executive.

The Effective Executive by Peter F. Drucker and Jim Collins

23

• 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. ”.

The Effective Executive by Peter F. Drucker and Jim Collins

24

The answer to the question “What needs to be done?” almost always contains more than one urgent task. But effective executives do not splinter themselves. They concentrate on one task if at all possible.

The Effective Executive by Peter F. Drucker and Jim Collins

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He asked himself which of the two or three tasks at the top of the list he himself was best suited to undertake. Then he concentrated on that task; the others he delegated.

The Effective Executive by Peter F. Drucker and Jim Collins

26

Effective executives try to focus on jobs they’ll do especially well.

The Effective Executive by Peter F. Drucker and Jim Collins

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A written plan should anticipate the need for flexibility.

The Effective Executive by Peter F. Drucker and Jim Collins

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Without an action plan, the executive becomes a prisoner of events.

The Effective Executive by Peter F. Drucker and Jim Collins

29

Take responsibility for decisions A decision has not been made until people know: • the name of the person accountable for carrying it out; • the deadline; • the names of the people who will be affected by the decision and therefore have to know about, understand, and approve it—or at least not be strongly opposed to it; and • the names of the people who have to be informed of the decision, even if they are not directly affected by it.

The Effective Executive by Peter F. Drucker and Jim Collins

30

Studies of decisions about people show that only one third of such choices turn out to be truly successful. One third are likely to be draws—neither successes nor outright failures. And one third are failures, pure and simple.

The Effective Executive by Peter F. Drucker and Jim Collins

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