When I first picket up this book, I assumed that it was addressed to individuals who are at a Vice President level or higher. It did not take long for me to be corrected. In this book, Peter Drucker defines an executive as anyone who needs to make decisions around how things are done. In our business climate where more jobs are being filled by who are considered “knowledge workers”, the daily decisions that need to be made are growing all the time and being pushed to lower levels within the organization.
One primary premise in this book is that effectiveness can be learned. Often we can be ineffective by nature and rarely realize just how much more effective we can become. A great place to start is by tracking how time is being spent. Take a couple of weeks and specifically track what you are doing, using 30 minute segments. It will likely reveal times that can be used with greater efficiency.
I was specifically drawn in by the idea of understanding the strengths of those around you and learning how to place people in a position to use their strengths. This timing works out well for me, as I am getting ready to go through “Strengths Finders 2.0” with my cohorts at work.
There is a lot of great insight and knowledge shared in this book. If this book is being read with the intent of learning and growing your ability to be effective, much can be discerned and applied starting today. In the end, Peter Drucker goes on to say that if an individual wants to be effective, it is imperative that they seek to learn how to do so. This book goes a long way to laying that learning foundation.
This is a book that will keep near me and read again. There is much to digest. Great ideas and examples abound in this book. If you are indeed seeking to become a more effective knowledge worker and prepare yourself to make better executive decisions, this book is for you.