Quotes About Effectiveness

It is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their bosses most effective. This, in fact, is the secret of "managing" the boss.

The secret is that effective executives make the strengths of the boss productive.

expected to get the right things done.

And productivity for the knowledge worker means the ability to get the right things done. It means effectiveness.

Planning and doing are separate parts of the same job; they are not separate jobs. There is no work that can be performed effectively unless it contains elements of both. One

Modern management and modern enterprise could not exist without the knowledge base that developed societies have built. But equally, it is management, and management alone, that makes effective all this knowledge and these knowledgeable people. The emergence of management has converted knowledge from social ornament and luxury into the true capital of any economy. Not

Good intentions are no excuse for incompetence. And the manager who believes that social consciousness is a substitute for managing his business—or his hospital or his university—so that it produces the results for the sake of which it exists, is either a fool or a knave or both.

Effectiveness, in other words, is a habit; that is, a complex of practices. And practices can always be learned.

Now the effectiveness of the individual depends increasingly on his or her ability to be effective in an organization, to be effective as an executive.

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.

Effective executives focus on outward contribution. They gear their efforts to results rather than to work.

Effective executives, finally, make effective decisions

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Gerenciar é fazer as coisas do jeito certo; liderar é fazer as coisas certas.

The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass.

Good follow-up is just as important as the meeting itself.

Even a conversation with only one other person is a meeting. Hence, if they are to be effective, executives must make meetings productive.

Make meetings productive

thus, as the organization grows, an increasing proportion of energy diverts to managing the internal mass rather than contributing to the outside world. Combine this with another Druckerian truth: The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B-players.

I soon learned that there is no "effective personality

The effective executive therefore knows that he has to consolidate his discretionary time. He knows that he needs large chunks of time and that small driblets are no time at all. Even one quarter of the working day, if consolidated in large time units, is usually enough to get the important things done. But even three quarters of the working day are useless if they are only available as fifteen minutes here or half an hour there.

Systems thinking is a conceptual framework, a body of knowledge and tools that has been developed over the past fifty years, to make the full patterns clearer, and to help us see how to change them effectively.

Knowledge is the capacity for effective action.

We have no obligation to assist countries whose governments have policies that will undermine the effectiveness of our aid.