Executives who do not know how to make themselves effective in their job and work set the wrong example. Effectiveness as an executive demands doing certain things – and fairly simple – things.
Effectiveness must be learned.
The knowledge worker cannot be supervised closely or in detail. He can only be helped. But he must direct himself, and he must direct himself toward performance and contribution, that is, towards effectiveness.
The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.
We will have to learn to build organizations in such a manner that any man who has strength in one important area is capable of putting it to work. We will have to extend the range of human beings through the tools they have to work with rather than through a sudden quantum jump in human ability.
The 5 habits of the mind required to be an effective executive:
- Effective executives know where their time goes.
- Effective executives focus on outward contributions.
- Effective executives build on strengths – their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in the situation, that is, on what they can do. They do not build on weakness. They do not start out with the things they cannot do.
- Effective executives concentrate on few major areas where superior performance will produce outstanding results.
- Effective executives, finally, make effective decisions.