Last year, I wrote about the 50th anniversary edition of Peter Drucker’s classic The Effective Executive. While it is deservedly considered to be one of his greatest books, it does not always provide hands-on advice on what executives must do to become effective.
Despite being the person who devised the term ‘knowledge worker,’ in the late 1950s, Drucker emphasizes here that knowing is not enough, that your knowledge must be turned into effective actions. The authors guide readers to learn about and strengthen their ability to take effective, purposeful, and meaningful actions. They have built the chapters upon themes from the original book, such as learning how to be effective, time management, contribution to organizations, the productivity of strengths, priorities, and decision-making.
The format is simple and straightforward. In one- or two-page segments, themes from The Effective Executive are explored; e.g., Time: The Limiting Factor to Accomplishment, (page 12); Purpose of the Organization, (page 71), Character and Integrity, (page 106), and Rules for Priority Setting (page 159). Each starts with a brief aphorism, followed by quotes from the original book, new questions posed by the authors (followed by blank space), and finally action prompts, also followed by white space.
Drucker wanted readers to consider this to be a co-created book, meaning that each copy would be different and unique. “The book itself,” he writes in the Foreword, “should be the comments, actions, decisions, and results recorded by the individual executive using the book as his or her tool to achieve effectiveness.” There are sidebars throughout the book from a 2004 interview Drucker gave to Rich Karlgaard of Forbes.com, along with excerpts from books by two of Drucker’s most prominent followers, Good to Great author Jim Collins and former GE CEO Jack Welch, plus excerpts from some of Drucker’s articles in the Harvard Business Review.
Drucker and Maciariello present their material in a brisk and no-nonsense manner, making this a perfect guide to buckling down and fine-tuning your effectiveness at work. For instance, they have a gift for avoiding nonsense, and drilling down to first principles. Examples:
Questions from page 2: “What am I getting paid to do? What should I be paid to do if I am being paid for getting the right things done in my position?”
Actions from page 5: “List the steps you can take to remove the impediments that limit your ability to make contributions.”
Question from page 48: “Does my organization have a systematic process for identifying and developing new human talent to meet the needs of tomorrow?”
Actions from page 152: “Slough off an old activity before you start on a new one. Stimulate creativity by abandoning the old to create room for the new.”
When you reach the conclusion, Drucker and Maciariello pose two final questions: “Am I more effective now than when I started the book? Which practices should I go back to and practice some more?”
@SuitTrader thanks for sharing my Drucker ‘small share of the market’ quote, Abdullah!
Peter #Drucker, 1974: "A company with a small share of the market will eventually become marginal in the marketplac… https://t.co/mh5v2lA6lS
@hollyfun1 thanks for sharing my tweet about the @MichaelJGelb @esalen workshop, Holly!
@ChauvinOn thanks for sharing my Drucker ‘daily tasks’ quote!
@SuitTrader thanks for sharing my Drucker weekend thought, Abdullah!
A #Drucker thought as we move through the weekend... https://t.co/zGDOpKT2al
@MichaelJGelb thanks for sharing my tweets about your @esalen workshop, Michael!