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In his book, The Effective Executive, Peter Drucker pointed out that the effective executive is the person who focuses on making a contribution. This focus on the making of contribution is the key. And the key to effectiveness comes in three areas: 1. in a person's work, its content, its level, its standards, and its impacts; 2. in his relationships with others, his superiors, his associates, and his subordinates; and 3. in his use of the tools of the executive, such as meetings and reports. The executive who focuses on efforts and who stresses his authority downwards is a subordinate no matter how exalted his title and rank might be. But the executive who focuses on contribution and who takes responsibility for results, no matter how junior he is, is, in the most literal sense of the term, 'top management'. And what applies to the good executive applies to the good parent, or the good teacher, or the good spouse, or any person of great responsibility. People who do not ask themselves, 'What can I contribute?' are not only likely to aim too low; they are likely to aim at the wrong things as well. Above all, they may define their responsibilities too narrowly, like the person who sees something wrong that he can easily and quickly set right, but who says, 'That ain't my job, man!' Remember: When you maximize your potential, everyone wins. When you don't, we all lose.
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More Articles:1. Still More Problem-Solving Success Tips By Jeanne Sawyer he ability to solve complicated problems quickly is more important than ever in today’s tough economy. Here's another set of tips and reminders to help you solve messy problems quickly and easily.** Identify and fix the right root causes.Complicated problems have multiple root causes, probably more than you can fix in a reasonable amount of time. Don’t waste time or money on causes that are either insignificant in impact or only peripheral causes of the problem you’re trying to fix.** Choose s… 2. Communicating CEOs I see a PR firm has done a survey on the amount of time Canadian CEOs spend on communication, and found they spend almost half of their time on communication.I think we're supposed to be impressed that CEOs spend that much time on communication. But, quite frankly, what else does a CEO do? And, if you consider both direct and indirect communication, wouldn't that be more like 90%?So, what do CEOs do, and how much of that involves communication of one kind or another?Well, they make decisions. Bu… 3. Sarbanes-Oxley and Section 404: Old Dog, New Teeth By Gerald Czarnecki The failures we have seen in the quality and integrity of financial reporting in corporate America are clear evidence that something was awry. It is the responsibility of corporate boards, managements, public accounting firms and regulatory agencies to put confidence back into the financial statements issued by our society’s most significant entities. Although some would argue that Sarbanes Oxley went too far, it is also now evident that government action and the use of enforcement muscle was … 4. New Leadership For A New War PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 1465===========================================Summary: The author observes that the war on terror calls for a new kind of leadership. Just as the war is 'asymmetrical'… |
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