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SCMP Reporter

The Effective Executive

The Definitive Guide to Getting the Right Things Done

by Peter F. Drucker

(Collins)

In music or drama, the golden oldies are sometimes the best. The same applies when it comes to finding outstanding business advice. No wonder, then, that an updated and improved version of one of the best-known business texts for executives and managers is making a triumphant return to the bookshelves.

Though first published nearly 40 years ago, an updated edition of The Effective Executive, Peter F. Drucker's management classic, is now available. It comes with the bonus of a brand-new introduction, previously published in the Harvard Business Review as What Makes an Effective Executive.

The book has been a best-seller for a long time and its basic premise is that in order to be truly effective when dealing with others, managers should, before anything else, learn to manage themselves.

The author wrote that executives will never grasp many of the essentials unless they do this. They will not understand how to manage time, contribute to the organisation, know when and how to mobilise diverse strengths, set the right priorities, or bring together the elements needed for effective decision-making.

In his opening salvo, Drucker set out the case: 'That one can truly manage other people is by no means adequately proven. But one can always manage oneself.'

Drucker emphasised that 'executives who do not manage themselves for effectiveness cannot possibly expect to manage their associates and subordinates'.

However, this is not a matter of having a special gift, knowledge, or doing extensive extra training. Instead, it depends on the ability to develop and then fine-tune a relatively small collection of the right skills.

'In 45 years of work as a consultant with a large number of executives in a wide variety of organisations ...I have not come across a single 'natural': an executive who was born effective,' Drucker wrote.

So, what exactly constitutes effectiveness and how can one acquire and then implement it?

First, it should not be confused with leadership, or with being charismatic or having a particular type of personality.

Instead, it boils down to putting into effect eight distinct practices. When applied correctly, these give managers the knowledge they need, help in converting information into appropriate action and, ultimately, ensure that the whole organisation feels responsible and accountable.

The practices include asking what needs to be done and what is right for the enterprise. Then there is a need to develop action plans, take responsibility for one's decisions and communicate. Finally, it is important to focus on opportunities rather than problems, run productive meetings, and to think and say 'we' rather than 'I'.

Closer examination of Drucker's theory reveals that each practice involves more than meets the eye. For example,  doing what is right for the enterprise does not just mean taking the expected or populist course. In fact, it might mean resisting the temptation to please owners, shareholders, employees and other stakeholders.

'Asking what is right for the enterprise does not guarantee that the right decision will be made,' Drucker noted. But  'failure to ask the question virtually guarantees the wrong decision'.

Born in Vienna in 1909 and with more than 35 books to his name, Drucker became a revered academic in the United States. He held professorships, was awarded umpteen honorary doctorates and a Presidential Medal of Freedom, and gave sterling service as a writer, teacher and even philosopher. He died last year.

Undoubtedly, his vast experience working, consulting and teaching in the field of management was instrumental in making this book a runaway success. The theories and advice are supported by concrete examples and solid experience.

That also goes a long way in explaining the book's value as an essential text for MBA courses and business students.  As previous generations of business executives can testify, Drucker's words of wisdom are worth a careful study. That is something the next generation of managers and entrepreneurs is set to discover.

FIVE INSIGHTS

this book at a glance

1 Manage your time 'Most discussions of the executive's task start with the advice to plan one's work [and] this sounds eminently plausible,' writes author Peter F. Drucker. However, in his opinion, this approach rarely works as plans are not followed through. Effective executives, on the other hand, start by finding out where their time actually goes before trying to manage it.

2 Choose what to contribute to the organisation Think about your responsibilities and the ways to make a significant impact on the performance and results of your company. Don't focus downward or think about efforts rather than results. Try not to think about issues of authority or about what your superiors owe you. Instead, take responsibility for results and hold yourself accountable.

3 Know where and how to mobilise your strengths to achieve the most According to Drucker, it is no use trying to build your house on sand. To get results, use what you know are your strengths. '[This] cannot, of course, overcome the weaknesses with which each of us is abundantly endowed,' he writes. 'But it can make them irrelevant.'

4 Set the right priorities In the author's opinion, concentrating on doing first things first - and on doing one thing at a time - is perhaps the number one secret of effectiveness. As there is always too much to do and too little time available, it is vital to find the iron determination and self-discipline to make the switch from being busy to achieving results.

5 Knit it together with effective decision-making In a nutshell, remember that making a decision rarely comes down to a choice between right and wrong. At best, it is a choice between 'almost right' and 'probably wrong'.



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