The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)

4. Effective executives concentrate on the few major areas where superior performance will produce outstanding results.

the executive is, first of all, expected to get the right things done.

Usually the people who are most important to the effectiveness of an executive are not people over whom he has direct control. They are people in other areas, people who in terms of organization, are “sideways.” Or they are his superiors. Unless the executive can reach these people, can make his contribution effective for them and in their work, he

And the executive time scarcity is bound to become worse rather than better.

3. The third reality pushing the executive toward ineffectiveness is that he is within an organization.

To be effective, every knowledge worker, and especially every executive, therefore needs to be able to dispose of time in fairly large chunks.

The responsibility is always mine, but the decision lies with whoever is on the spot.”

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which ena

For all these reasons, the demands of the organization, the demands of people, the time demands of change and innovation, it will become increasingly important for executives to be able to manage their time. But one cannot even think of managing one’s time unless one first knows where it goes.