Effective Executive: Preface
by Peter Drucker — his other books
#Note the number of books about Drucker ↓
Drucker: a political or social ecologist ↑ ↓
“I am not a ‘theoretician’;
And I am working with such institutions
Still, a consultant is at one remove
And so my viewpoint broad worldview ↑ ↓
Most mistakes in thinking ↑ … seeing only part of the picture … Books by Bob Buford and Walter Wriston Global Peter Drucker Forum ::: Charles Handy — Starting small fires Post-capitalist executive ↑ T. George Harris
Learning to Learn (ecological awareness ::: operacy) The MEMO “they” don’t want you to SEE
Amazon Link: The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
See The Effective Executive for a detailed outline of its contents after reading the remainder of this page — it’s very important.
What Makes An Effective Executive?
The Effective Executive in Action provides an explicit work approach
What Executives Should Remember?
Post-Capitalist executive interview — A MAJOR work-life brainroad !!!!!
Who Is An Executive?
Remember all of this takes place within the sweep of history
PrefaceManagement books usually deal with managing other people. The subject of this book is managing oneself for effectiveness.
To be reasonably effective it is not enough for the individual to be intelligent, to work hard or to be knowledgeable. see → Executive realities
Effectiveness is what executives are being paid for, whether they work as managers who are responsible for the performance of others as well as their own, or as individual professional contributors responsible for their own performance only.
Effectiveness Must Be learned
Introduction: What Makes An Effective Executive?The Effective Executive in Action
An effective executive does not need to be a leader in the sense that the term is now most commonly used. What made them all effective is that they followed the same eight practices:
The first two practices gave them the knowledge they needed. The next four helped them convert this knowledge into effective action. The last two ensured that the whole organization felt responsible and accountable. We’ve just reviewed eight practices of effective executives. I’m going to throw in one final, bonus practice. This one’s so important that I’ll elevate it to the level of a rule: Listen first, speak last.
Effective Executive Contents
Screaming!!! Attention!!!
The following ↓ is a condensed strategic brainscape that can be explored and modified to fit a user’s needs
The concepts and links below ↓ are …
major foundations ↓ for future directed decisionS
YouTube: The History of the World in Two Hours Management and the World’s Work ↑ In less than 150 years, management ↑ has transformed
“Your thinking, choices, decisions are determined by
Take responsibility for yourself and We can only work on the thingS on our mental radar ↑ at a point in time ↓ About time ↓ The future that has already happened
The economic and social health of our world
The assumption that tomorrow is going to be
The assumption ↑ sabotages future generations — your children’s,
The vast majority of organization and political power structures
The future is unpredictable and that means
The capacity to navigate is governed by what’s between our ears ↑ ↓
When we are involved in doing something ↑ it is extremely difficult to navigate and very easy to become a prisoner of the past.
We need to maintain a pre-thought ↓ systematic approach to work and work approach ↓ Click on either side of the image below to see a larger view
based on reality →
and the unpredictability of the future
(It’s just a matter of time before we can’t get to the future Foundations and opportunities ::: larger view ↓
Intelligence and behavior ↑ ↓ ← Niccolò Machiavelli ↑ ↓ Political ecologists believe that the traditional disciplines define fairly narrow and limited tools rather than meaningful and self-contained areas of knowledge, action, and events … continue ❡ ❡ ❡ Foundational ↑ Books → The Lessons of History — unfolding realities (The New Pluralism → in Landmarks of Tomorrow ::: in Frontiers of Management ::: How Can Government Function? ::: the need for a political and social theory ::: toward a theory of organizations then un-centralizing plus victims of success) ::: The Essential Drucker — your horizons? ::: Textbook of Wisdom — conceptual vision and imagination tools ::: The Daily Drucker — conceptual breadth ::: Management Cases (Revised Edition) see chapter titles for examples of “named” situations …
What do these ideas, concepts, horizons mean for me? continue
“Corporations once built to last like pyramids Tomorrow they’re gone or in turmoil.”
“The failure to understand the nature, function, and
“The customer never buys ↑ what you think you sell.
“People in any organization are always attached to the obsolete —
What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance — Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the #Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher
Why Peter Drucker Distrusted Facts (HBR blog) and here
Best people working on the wrong things continue
Making the future — a chance for survival ↑
“For what should America’s new owners, the pension funds,
Successful careerS are not planned ↑ here and ↓
What do these issues, these challenges mean for me & … — an alternative
Exploration paths → The memo they don’t want you to see ::: Peter Drucker — top of the food chain ::: Work life foundations (links to Managing Oneself) ::: A century of social transformation ::: Post-capitalist executive interview ::: Allocating your life ::: What executives should remember ::: What makes an effective executive? ::: Innovation ::: Patriotism is not enough → citizenship is needed ::: Drucker’s “Time” and “Toward tomorrowS” books ::: Concepts (a WIP) ::: Site map a.k.a. brainscape, thoughtscape, timescape
Just reading ↑ is not enough, harvesting and action thinking are needed … continue Information ↑ is not enough, thinking ↓ is needed … first then next + critical thinking
Larger view of thinking principles ↑ Text version ↑ :::
Initially and absolutely needed: the willingness and capacity to bread-crumb trail end
Keywords and tags: career-evolution career-change career-early-work career-knowledge-worker career-management career-skills career-education tlnkweffectiveexecutive
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“The greatest danger in times of turbulence is not turbulence;
The shift from manual workers
“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …
“More than anything else,
“Making a living is no longer enough
These pages are attention directing tools for navigating a world moving relentlessly toward unimagined futures.
What’s the next effective action on the road ahead
It’s up to you to figure out what to harvest and calendarize It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.
Your future is between your ears and our future is between our collective ears — it can’t be otherwise.
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