The Effective Executive: The Definitive Guide to Getting the Right Things Done
- Downloads：3915
- Type：Epub+TxT+PDF+Mobi
- Create Date：2022-04-29 06:57:40
- Update Date：2025-09-07
- Status：finish
- Author：Peter F. Drucker
- ISBN：0060833459
- Environment：PC/Android/iPhone/iPad/Kindle
- Download
Summary
What makes an effective executive？
The measure of the executive， Peter F。 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 learned: 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-making
Ranging widely through the annals of business and government， Peter F。 Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations。
The measure of the executive， Peter F。 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 learned: 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-making
Ranging widely through the annals of business and government， Peter F。 Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations。
Reviews
Dave Reads
，
Peter Drucker has been considered one of the best management and business gurus of our time。 He published "The Effective Executive" in 1967， but the advice in this book is still relevant today。 Some of the references are a bit dated， but that is expected。 The book's primary focus is that time is our most valuable resource， which is why it is so important that we know how it is spent and maximize how we use it。 Drucker says we should concentrate on accomplishing the things we can make the most si Peter Drucker has been considered one of the best management and business gurus of our time。 He published "The Effective Executive" in 1967， but the advice in this book is still relevant today。 Some of the references are a bit dated， but that is expected。 The book's primary focus is that time is our most valuable resource， which is why it is so important that we know how it is spent and maximize how we use it。 Drucker says we should concentrate on accomplishing the things we can make the most significant contribution to and ignore those tasks that are not as important。He maintains we need to learn how to be both effective by developing five habits:1。tManaging our time – We know how we spend our time and make changes to be in control of our schedule。2。tFocus on what we can outwardly contribute to the organization。3。tFocus on productivity and our strengths – Grow our strengths and those of our colleagues。4。tPrioritize – Concentrate first on the thing that will yield the best results。5。tEffective Decision-making – Follow the best decision-making processesDrucker advises that we record how we spend our time， cut back on unproductive tasks， and consolidate time to give you actual 'work time' blocks。 Because cutting back on some functions is not always easy， he advised that we ask， "what would happen if this were not done at all。" Then decide if you can delegate specific tasks to others。He advocates that as we fill jobs at work， we look at what a 'man can do' rather than minimize weaknesses。 "Any job that has defeated two or three men in succession， even though each had performed well in his previous assignments， must be redesigned，" Drucker writes。The book also offers advice on how we can make ourselves more effective。 He writes that we shouldn't pretend to be someone else。 We should build on what we know and what we can do best。 This also means we need to learn how to concentrate and realize that we should only do one thing at a time。Drucker also identifies four ways in which time is wasted due to poor management。1）tThe crisis that keeps happening because it is never really resolved2）tOverstaffing as people are good at getting in each other's way。3）tToo many meetings4）tNot enough or the wrong information is being shared。This book is a timeless reference guide for anyone who wants to become an effective executive。 。。。more
Alex
，
This is good， perhaps even very good。 It is however very dense。
Thuy
，
Mediocre at best。
Jason
，
Very good。 Some Takeaways: 1。 Focus more on visible contribution （results） than tasks。2。 Ask yourself， are you making the best contribution to your organization？3。 Where are you wasting your time？ （ask others to answer this question for you）4。 Don't try to avoid weakness。 Instead， maximize strength。 5。 Ask for feedback。6。 Don't see others strengths as threats。 Very good。 Some Takeaways: 1。 Focus more on visible contribution （results） than tasks。2。 Ask yourself， are you making the best contribution to your organization？3。 Where are you wasting your time？ （ask others to answer this question for you）4。 Don't try to avoid weakness。 Instead， maximize strength。 5。 Ask for feedback。6。 Don't see others strengths as threats。 。。。more
Vitor Reis
，
A great book a principles and the philosophy of being effective， I particularly like the chapters about time management and effective decision making， somewhere around the middle of the book it loses a bit pace and it becomes harder for the reader to keep engaged， nevertheless an older book that has precious advice and should be read with an open mind
Pawel Grzybek
，
I heard about “The Effective Executive” by Peter F。 Drucker numerous times。 After reading this book， I no longer wonder why this publication is so popular。 If I could recommend only one self-development book， that would be this one。Even though the book was published in 1967， nothing in this book is outdated。 A half of a century later， Drucker is still called The Father of Modern Management。 Core principles of being an effective executive didn’t change at all — just time and tools to support us w I heard about “The Effective Executive” by Peter F。 Drucker numerous times。 After reading this book， I no longer wonder why this publication is so popular。 If I could recommend only one self-development book， that would be this one。Even though the book was published in 1967， nothing in this book is outdated。 A half of a century later， Drucker is still called The Father of Modern Management。 Core principles of being an effective executive didn’t change at all — just time and tools to support us went through many iterations。The book is focused on a few factors to help us become effective executives: time management， contribution， identifying your strengths， task prioritization and decision making。 Each aspect is explained in detail， and the author helps us master them。 Frankly， none of them is a thing that we are born with， but we can learn all these skills。 Intelligence， knowledge and a bit of creativity are all we need。https://pawelgrzybek。com/book-review-。。。 。。。more
Kemo
，
Focus on being effective。How to run meetings:-Is this meeting needed？ Am I needed for this meeting？ Silently take notes， and listen。 At the end give a small paper to your assistant for the key action items and who will be responsible for each of them。
Aargee
，
This review has been hidden because it contains spoilers。 To view it， click here。 If you're looking to improvise life trying to be more productive， then this effective timeless book is a MUST READ！！ If you're looking to improvise life trying to be more productive， then this effective timeless book is a MUST READ！！ 。。。more
Isak Ba
，
Surprisingly awesome and timeless。
Vinay Mysuru
，
The book might just be irrelevant to today's day and age。 Productivity is kept high on agenda which is great but needs to be treated with caution - doesn't work for innovative areas of work or where outcomes are uncertain。 Needless to say that you'll find sexism prominent in many areas of the book。 There are plenty of better books on management and efficiency to spend your time on。 The book might just be irrelevant to today's day and age。 Productivity is kept high on agenda which is great but needs to be treated with caution - doesn't work for innovative areas of work or where outcomes are uncertain。 Needless to say that you'll find sexism prominent in many areas of the book。 There are plenty of better books on management and efficiency to spend your time on。 。。。more
Amanda
，
A very practical read that remains relevant， despite being written in 1966。 Drucker premises the book about maximizing the effectiveness （getting the right things done） of a new class of 'knowledge workers' -- what strikes me as particularly relevant is the these lessons can be applied beyond the stereotypical white collar office worker， particularly in service and light manufacturing。 Today， I don't think there is as clear of a dichotomy as Drucker proposes。 All workers would benefit from: -Red A very practical read that remains relevant， despite being written in 1966。 Drucker premises the book about maximizing the effectiveness （getting the right things done） of a new class of 'knowledge workers' -- what strikes me as particularly relevant is the these lessons can be applied beyond the stereotypical white collar office worker， particularly in service and light manufacturing。 Today， I don't think there is as clear of a dichotomy as Drucker proposes。 All workers would benefit from: -Reducing the non-value add work that wastes their time and energy （Know Thy Time）-Focusing their efforts on high-contribution initiatives （What Can I Contribute？）-Having jobs that are designed to be demanding and big， so as to be engaged to grow personally and professionally （Making Strength Productive）-Communicate what parts of their role could be abandoned or de-prioritized （First Things First）The book can lose your attention a bit in written form， so I particularly enjoyed the free audiobook version available as a podcast: https://podcasts。google。com/feed/aHR0。。。 。。。more
Jonny
，
Parts were okay。 Others rang hollow from where I sit。
Jonathan
，
Several great principles: time tracking and analysis， working to strengths， focus， and decision making methods。 It is a bit dated， and did not seem entirely cohesive and comprehensive。
David Skidmore
，
These writings are very wise。
Nimex10
，
My next one on the analytically to read list！ What is the overall message or theme of the book？ - The overall theme of the book in one word is "effectiveness"。 Mainly personal & then organizational。 How does the author's arguments unfold？ - Manager your time → Focus → Make your unique contribution → Maximize your strengths （yours & others'） → Make sound judgments/decisions （I guess the overarching main quality throughout the 5 processes！） Is the author's argument valid？ - Valid to the core！ I fe My next one on the analytically to read list！ What is the overall message or theme of the book？ - The overall theme of the book in one word is "effectiveness"。 Mainly personal & then organizational。 How does the author's arguments unfold？ - Manager your time → Focus → Make your unique contribution → Maximize your strengths （yours & others'） → Make sound judgments/decisions （I guess the overarching main quality throughout the 5 processes！） Is the author's argument valid？ - Valid to the core！ I felt as if I was reading exactly what I wanted to hear/read！ "From a recognized authority on the topic！" What are the implications？ The limitation of the good idea presented？- It is a fully rounded book in my perspective that I absolutely treasured at first read！ Key takeaways: - Drucker's definition of effectiveness: "Choosing & doing the right things: The things that significantly improve both personal & organizational performance & results。"- Manage your timet- Analyze your timett- Keep log of everything。。。I am doing this exceptionally！ 24/7tt- After recorded period， rethink & revise your schedule！ I am not doing this exceptionally！ 24/7 tt- The author recommends taking daily notes about what worked， what you accomplished， when & how - In order to identify & replicate your most productive habits & times so you can make them a routine！ Great advise！ t- Cut time wasterstt- "No" to anything that doesn't help your organization or enhance your contribution to the organizations' performance。 t- Identify the ways in which you waste other's time （& therefore your own） tt- The author recommends: "Ask your employees what you do that wastes their time （that doesn't increase their effectiveness or contribution。 Encourage condor & criticism from subordinates & act on it/them！ t- Cutting time wasters resulting from poor management: tt- The idea of designing an agenda for an effective meeting: ttt- Solicit topics from your team & decide which to include in the meeting ttt- Determine the goal of discussing each topic you include ttt- Structure the discussion of each topic （time limit， discussion leader， how a decision （if any） will be made） ttt- Share the agenda with participants so they can prepare ttt- Conduct the meeting my sticking to the agenda ttt- Debrief at the end of the meeting what could have gone/been done better t- Time blocktt- Potential method;ttt- Deep-work hours block！ （In the morning from 4:30-8:30）ttt- Plan your day in half-hour blocks （Throughout）ttt- Make a list of tasks you need to finish in the day。 Schedule time for each task to the nearest half-hour。 ttt- Schedule overrun blocks for tasks you suspect might run overtime。 E。g。 Some activities related to friends & familiesttt- At the end of the day， review the accuracy of your time blocks！ - Focus t- You must improve/strengthen your ability to focus by working on it like a muscle。 "Deep work"。 tt- Set tight deadlines that require you to concentrate/focus at the limit of your ability to make the deadlines。 tt- Productive mediations - The transitions from one task to the next， thinking about problems while doing low intensity physical activity worktt- Practicing memorization techniques to improve the focus faculty！ t- Priorities & non priorities tt- The idea that clearly stating your non-priorities being equally important as determining your priorities。 tt- Tasks you've decided you won't do or opportunities you won't pursue now！ tt- When setting priorities: Focus more on opportunities not problems: It's more valuable to translate an opportunity into results for the future than to solve a current problem。 I now fully understand what Warren Buffett meant by “Should you find yourself in a chronically leaking boat， energy devoted to changing vessels is likely to be more productive than energy devoted to patching leaks。”t- Eat that frog: The ABCDE method of prioritization of to-do list。 tttA → Must do tttB → Should do tttC → Would be nice to do tttD → Delegate tttE → Eliminate - Make your unique contributiont- The question: "What unique contribution can I make to significantly increase organizational performance & results？ t- & to the employees， "What contribution do you intend to make。。。" tt- What does the situation require？ tt- Given my strengths， my way of performing， & my values， how can I make the greatest contribution to what needs to be done？ tt- What results have to be achieved to make a difference？ - Maximize strengths - Yours & others' t- Building on & leveraging strengths to achieve results！ t- The idea that you can't accomplish anything significant by focusing your time， energy & effort on your own or other's weaknesses！ Read that again！ t- Strengths based development rather than trying to fix weaknesses for employees results in better employee engagement， performance， retention， customer engagement & profitability。 （Based on research of 40 years （Gallup）- Make sound judgment/decisionsttStep 1: Identify the decision （the problem you must solve， or question you must answer）ttStep 1: Determine if the situation requiring a decision is typical or unique。 Gather relevant information （both internal & external sources）。 tttTypical = Apply your principle/ruletttUnique = Application of Mental models ttStep 2: Determine the objectives the decision must meet， & the limitations or constraints （such as budget） affecting the solution。 ttStep 3: In considering options， focus on the right action rather than the acceptable action。 （this sets the benchmark before making any compromises & concessions with the decision）。 Also， consider weighing the pros & cons of each option。 ttStep 4: As part of the decision， determine how it will be implemented = Design a plan。 （otherwise， it's just an intention）。 ttStep 5: Establish feedback mechanism for testing whether the decision works = The decision-making journal: Journal your decisions & review。 What worked？ & What didn't？ 。。。more
Manny
，
As a second read of this timeless business classic， I still discover new ideas and strategies to apply into my day job （CTO）。 If you're a manager， head of a division or even the owner of a business you'll find plenty to learn how you can improve yourself as a manager or how to manage your organization towards success。 I'll read it again probably sooner than expected， a must for your business collection。 As a second read of this timeless business classic， I still discover new ideas and strategies to apply into my day job （CTO）。 If you're a manager， head of a division or even the owner of a business you'll find plenty to learn how you can improve yourself as a manager or how to manage your organization towards success。 I'll read it again probably sooner than expected， a must for your business collection。 。。。more
Chad
，
This classic management book focuses on the basics of being effective。 Drucker drills in the importance of the word effective， as having an effect on the organization is the main responsibility of the executive （as of every member of the organization）。 Being "productive" or "efficient" are irrelevant if focused on the wrong outcomes。To be effective， Drucker focuses on the following 5 areas:1） Know where your time is going2） Focus on contribution3） Make strengths productive4） Prioritize the most This classic management book focuses on the basics of being effective。 Drucker drills in the importance of the word effective， as having an effect on the organization is the main responsibility of the executive （as of every member of the organization）。 Being "productive" or "efficient" are irrelevant if focused on the wrong outcomes。To be effective， Drucker focuses on the following 5 areas:1） Know where your time is going2） Focus on contribution3） Make strengths productive4） Prioritize the most important （"First Things First"）5） Make effective decisionsThis book has had a tremendous impact on the management field。 It's easy to see how many common practices （such as RACI） or many common task-management tools build on and enable the advice int his book。An updated edition may be even more valuable， as the examples are now dated such that some context is lacking for a modern reader。 Additionally， the book would benefit from a re-formatting to make concepts more actionable and reviewable for audiences， as is common in business books today （utilizing chapter summaries， tables， diagrams， and generally more effective information hierarchies）In more detail:INTRODUCTIONEffective executives:- Ask "what needs to be done？"- Ask "What is right for the enterprise？"- Develop action plans- Take responsibility for decisions- Take responsibility for communicating- Focus on opportunities over problems- Run productive meetings- Think and say "we" （rather than "I"）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 （need to understand/approve）- The names of the people who have to be informed about the decisionKNOW THY TIMEEffective executives:1） Record how they spend their time- Better to have an assistant do the tracking， so the results are accurate2） Manage their time3） Consolidate their timeThe goal is to build time for "deep work" （using Cal Newport's terminology）。In diagnosing time spent:1） Identify and eliminate things that need not be done at all2） Identify tasks that could be done （just as well or better） by someone else3） Identify where you are wasting others' time- One example could be inviting too many people to meetings， where they could instead get a memoCommon areas of time waste:1） Recurring "crises" -> make successful operation routine2） Overstaffing -> too many people = unnecessary complexity （burdens of communication/alignment）3） Malorganization -> wrong structure4） Malfunction in information -> poor communicationWHAT CAN I CONTRIBUTE？"What can I contribute that will significantly affect the performance and the results of the institution I serve？"Possible answers （non-exhaustive）:- Give managers the necessary info to make the right decisions- Find out what the customer will want tomorrow- Prepare the decisions the CEO will face tomorrowThe executive must also hold high expectations across the org。The executive must run effective meetings （including a purpose， then serving that purpose）MAKING STRENGTH PRODUCTIVEStrengths are more important than a lack of weaknesses。It's most important to have excellence in one major area。When hiring， figure out what the requirements of the job are and hire against those attributes （"impersonal， objective jobs"）Rules for hiring:1） Make the job well-designed （reasonable， not impossible to hire against）2） Make the job demanding and big3） Measure performance （and nothing else）4） Accept you'll need to put up with weaknessesAdditionally:- Staff the opportunities （not the problems）- Remove ruthlessly ano\yone who consistently fails to perform with high distinction （a single poor performer corrupts the others）- Every people decision is a gamble -> follow best practices to increase your oddsManaging your boss:- Find a way to make your boss's strengths productiveReflecting on your own performance:- "What are the things that I seem to be able to do with relative ease， while they come rather hard to other people？"Feed the opportunities and starve the problemsFIRST THINGS FIRST- "If there is any 'secret' of effectiveness， it is concentration。 Effective executives do first things first and they do one thing at a time。"- Always ask "is this still worth doing？"- If working on a new task， staff it with a known effective person （don't gamble on person & task at the same time）On prioritizing- Pick the future against the past- Focus on opportunity rather than on problem- Choose your own direction- Aim high （something that will make a difference）- "What one postpones， on actually abandons"DECISIONSElements of decision-making:1） Realize the problem is generic， can only be solved via a decision which establishes a rule/principle- Assume problems are symptoms of underlying problems2） Define what success looks like （what the solution must satisfy; "boundary conditions"）3） Think through what is right4） Build in the action to carry out the decision- Convert decision -> action （similar to RACI）:-- Who has to know？-- What action has to be taken？-- Who has to take it？-- What does that action have to be so that the people who have to do it can do it？5） Gather feedback to ensure successWhen making decisions， ask "what is the criterion of relevance？" Ensure you are getting the right data to make the decision （as much as possible）。Also ask "is a decision really necessary？" 。。。more
Andrew Boyle
，
A really great book。
Jilian Palmer
，
Besides the fact Drucker only refers to， celebrates， and addresses male leadership， he provided some good nuggets on leading effectively
Neeraj Bagi
，
This book revolves around the scarcest resource of human beings - time。 Peter Drucker is one of the best authors who has in-depth and first hand knowledge regarding organisational problems。 I would recommend this book for people from all walks of life and at any stage。
Ashlyn
，
I've had this book since I was in college， but never got around to reading it。 I think it was actually very insightful。 It talks about how you can learn to be an effective executive。 Basically， it's about the person themselves learning to manage their time and make effective decisions rather than focusing on how to manage other people。 I thought the time management chapter was probably the most useful。 I know I struggle with time management。 Also， I thought the concentrating chapter about how to I've had this book since I was in college， but never got around to reading it。 I think it was actually very insightful。 It talks about how you can learn to be an effective executive。 Basically， it's about the person themselves learning to manage their time and make effective decisions rather than focusing on how to manage other people。 I thought the time management chapter was probably the most useful。 I know I struggle with time management。 Also， I thought the concentrating chapter about how to focus on one thing at a time to be more effective was interesting。 This book had a lot of examples to go along with what that author was trying to communicate。 Sometimes those were a little boring。 But overall， I did like the book， and I will come back to re-read it sometime in the future。 。。。more
Mehul Sheth
，
Must read。 Even with all the books written since 1967 on leadership and management， this one permeates with thoughtful ideas。
D。 Parker Samelson
，
Awesome guide to leadership and management。
John
，
Written in 1966， The Effective Executive alternates between dated and timeless。 Dated， in that the language often rings tinny on the modern ear。 Dated， in that there are six pages on Decision-making and these new-fangled Computers。 Dated， in that Drucker urges tolerance of personal behavior that will bring on a flurry of lawsuits in today’s environment as long as the individual serves up exceptional results。Timeless， because here we find the origins of personal and business management for the ne Written in 1966， The Effective Executive alternates between dated and timeless。 Dated， in that the language often rings tinny on the modern ear。 Dated， in that there are six pages on Decision-making and these new-fangled Computers。 Dated， in that Drucker urges tolerance of personal behavior that will bring on a flurry of lawsuits in today’s environment as long as the individual serves up exceptional results。Timeless， because here we find the origins of personal and business management for the next 55 years。 This is the first use of the phrase ‘knowledge worker’。 Chapter by chapter， we find David Allen’s Getting Things Done in Chapter 2， Know Thy Time; we find the works of Marcus Buckingham and Tom Rath’s Strengths Finder 2。0 in Chapter 4， Making Strengths Productive。 The title of Chapter 5 is， literally， one of Stephen Covey’s 7 Habits – First Things First。 The directive to test your hypotheses in the chapters of decision-making could be lifted straight out any modern book on strategy today。Synopsis‘Effectiveness’ is getting the right things done。 Effectiveness can， and must be， learned。 Every knowledge worker is an executive。The executive faces constraints: Their time belongs to everyone else in the organization。 They have to keep doing their operation work even as they take on executive roles。 They are effective only if others use their contributions。 They are isolated from the outside， but to be effective， their contribution to results must be felt outside their organization。The book presents the five key practices that lead to effectiveness。KNOW YOUR TIMERecord your time in a time log to know where it is being spent。 Likely， it is not where you think。The key to managing time is to delete activities， delegate activities， and consolidate the remaining time into the largest chunks possible。 An overlooked source of time for the organization is to not waste the time of others。The major timewasters are too many meetings （obvious）， lack of systems – re-solving the same problem again and again （see the chapter on decision-making）， and over-staffing – too many personalities with too much time invites friction between people。FOCUS ON RESULTS， NOT EFFORTThe primary area of focus should be contribution to the organization， not hours worked， not reports generated， not slide decks built。 The three main areas are direct results （revenue， profits， accomplishments）， building values， and people development – yourself and others。The development results are two of the basic requirements of effective human relations， the others being teamwork and communication。FOCUS ON STRENGTHS， NOT WEAKNESSESBuild on strengths of the team to make weaknesses irrelevant。 The key question an executive should ask about another is， “What can this person DO？”When staffing， the main task is to fill the job， not structure jobs around people。 That leads to favoritism and conformity。 To avoid structuring jobs around the person， guard against building the ‘impossible’ job， but make each job big and demanding。 Appraise people before testing them against the job。To appraise people:•tDo not focus on weaknesses， look for strengths•tRealize weaknesses come with strengths。 You hire the whole person。•tAsk yourself:tWhat have they done well in the past？tWhat are they likely to do well in the future？tWhat must they learn？Focusing on strengths and not weaknesses applies to bosses and yourself as well as subordinatesFIRST THINGS FIRSTDo one thing at a time。In setting priorities:•tFavor the future over the past。 Avoid the ‘sunk cost’ fallacy – that is， letting the time and money already spent on an activity drive decisions about the future。 Set ‘sunset’ dates on activities to stop doing them unless consciously renewed。•tFavor opportunities over problems。 Focus on the important， not the urgent。 In addition to a to-do list， have a stop-doing list。 Kill old tasks to make room for new ones。 Realize projects postponed become projects abandoned and remove them to not waste mental energy on them。•tFavor making a difference over playing safe。MAKE EFFECTIVE DECISIONSOnly executives make decisions， and they concentrate their time and efforts on important ones。 They favor impact over technique and sound over clever reasoning。The first question to consider is: is this decision necessary？ Do the benefits of a decision greatly outweigh the risks of not deciding？ If proceeding with a decision， follow this process:Ask “is this situation generic or an exception？” Assume （in order）:1。tThe problem is generic， a symptom of a larger problem。 This includes generic problems that may be unique to you （e。g。， a merger）。2。tThough the only instance （so far）， the problem is emergent of a new （generic） class。3。tTruly one-off。Develop a clear specification of what the decision must accomplish。Start with what is right， not what is acceptable （compromises will come easy enough）。The decision must have its own ‘conversion to action’。 That is， it must specify what action is to be taken， who takes it， who needs to know about the decision， and what roadblocks to the action need to be removed。Decisions begin with a hypothesis – a point of view about how things work – which begins with an opinion， not facts。 Consequently， the effective manager does not argue a decision， they test， test， test it。 In testing it， start with the assumption that the traditional measurement is not the right measurement。Finally， when a decision is made， execute it。 Don’t study it to death or procrastinate waiting for more data。These five practices， though simple in concept are not necessarily easy in practice。 They require constant exercise because they are essential to getting the right things done。 。。。more
Dave
，
Quick， but powerful read。 The latest edition has a wonderful forward by Jim Collins， which reflects more current times， but this is an essential read for anyone in leadership。
Niklas Heer
，
Although the book was first released in 1967， the ideas in this book still hold up today。 I found the clarity of the ideas and the principles very helpful。 I can recommend this book to everyone in a Leadership position or people interested in the topic。
Subbu Allamaraju
，
This classic is about certain aspects of self-management。 As Jim Collins writes in the preface of this book， "How can you possibly expect others to perform at the highest levels without first expecting that of yourself？" In this book， Peter Ducker makes five key points - 1。 start by your time， 2。 focus on contributions， 3。 make strengths productive， 4。 do first things first and do one thing at a time， and 5。 the effective decision is concerned with rational action。 Don't skip the preface。 This classic is about certain aspects of self-management。 As Jim Collins writes in the preface of this book， "How can you possibly expect others to perform at the highest levels without first expecting that of yourself？" In this book， Peter Ducker makes five key points - 1。 start by your time， 2。 focus on contributions， 3。 make strengths productive， 4。 do first things first and do one thing at a time， and 5。 the effective decision is concerned with rational action。 Don't skip the preface。 。。。more
Stefanie
，
This was just too outdated to feel relevant for me。
Rich
，
Outdated， a bit sexist， a product of it's time - in some ways， but still universal in many ways。 I studied this book in college in the dark ages， and on a recent re-reading， I took away 3 valuable lessons， in the words "No"， "Contribution"， and "Posteriority。" Absolutely critical and modern lessons from this book that all leaders should learn。 Outdated， a bit sexist， a product of it's time - in some ways， but still universal in many ways。 I studied this book in college in the dark ages， and on a recent re-reading， I took away 3 valuable lessons， in the words "No"， "Contribution"， and "Posteriority。" Absolutely critical and modern lessons from this book that all leaders should learn。 。。。more
Endri Cela
，