I have called "executives" those knowledge workers, managers, or individual professionals who are expected by virtue of their position or their knowledge to make decisions in the normal course of their work that have significant impact on the performance and results of the whole.
1. The executive's time tends to belong to everybody else.
2. Executives are forced to keep on "operating" unless they take positive action to change the reality in which they live and work.
3. The third reality pushing the executive toward ineffectiveness is that he is within an organization. This means that he is effective only if and when other people make use of what he contributes.
4. Finally, the executive is within an organization. He sees the outside only through thick and distorting lenses, if at all.... (查看原文)
1. Effective executives know where their time goes. They work systematically at managing the little of their time that can be brought under their control.
2. Effective executives focus on outward contribution. They gear their efforts to results rather than to work.
3. Effective executives build on strengths in the situation, that is, on what they can do.
4. Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to set priorities and stay with their priority decisions.
5. Effective executives, finally, make effective decisions. (查看原文)
For every organization needs performance in three major areas: It needs direct results; building of values and their reaffirmation; and building and developing people for tomorrow. If deprived of performance in any one of these areas, it will decay and die.
The most common cause of executive failure is inability or unwillingness to change with the demands of a new position. The executive who keeps on doing what he has done successfully before he moved is almost bound to fail. (查看原文)
Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked - with dire results. (查看原文)
The understanding that underlies the right decision grows out of the clash and conflicts of divergent opinions and out of the serious consideration of competing alternatives. (查看原文)
