You need not be a leader to be effective
Peter F. Ducker is
his book The Effective Executive has brought out these very
points. With examples from government, military, and business. He offers a
panoramic view of effectiveness, what it means, and how can one go about
developing and practising it.
In the outset, the author proclaims that you need not be a leader to be effective. People without an ounce of charisma have been highly effective. Effective executives come in all types. From extroverts to introverts, from generous to parsimonious, they, share some common traits; which we can emulate and increase our effectiveness.
In the current
knowledge-based economy, every executive has to make decisions. He or she
cannot just carry out orders. Steps have been given to us that may seem simple
in theory, but are not so in practical application. Effectiveness as per the
author is a matter of habit and can be learned.
Time management is the first
such practice. Often the executive’s time belongs to everyone but himself. To
manage your time correctly, you need to be aware of exactly where
your time goes. Any unproductive use of time has to be culled immediately. To
identify these time drainers, you need to ask yourself one simple question.
What will happen if I do not carry out any particular activity? This may
include unnecessary meetings, dinners, presentations etc.
The crisis that
occurs in an organisation repeatedly is another time-waster, it is a
symptom of laziness and lack of foresight. A well-managed organisation is a
monotonous one, unlike a dynamic organisation that sometimes is thought as an
epic of industry. Overstaffing is another such time waster where people tend to
spend more time interacting then getting work done.
After pruning the
activities where you waste your time you need to consolidate the discretionary
time that you have. You need to use this time for focused and productive work.
Remember that time is the scarcest resource unless it is used with great care,
nothing else can be managed.
The effective
executive focuses on his contribution to the organisation, not
what his subordinates and his organisation owe him. There is no sense of
entitlement here. You need to hold yourself accountable to your performance and
doing so you will ensure that people below you do the same. In every system,
there are three areas of work. They are direct results, building
organisational values, and developing leaders of tomorrow. If these are
neglected, then the organisation will decay in time. Results in terms of sales
or performance are quantifiable. The executive also needs to contribute towards
people who will run the organisation tomorrow. The next generation of leaders
needs to stand on the shoulders of their predecessors and establish a new and
higher baseline.
A very pertinent
point that is brought about is looking and working with strengths.
You build on strengths, not weakness. Working on your strengths can make your
weakness irrelevant. Your task is to use the strength of your team to achieve
results. There is no use having well rounded good guys that get along with each
other. Good for what you may ask? You must look for what you and your team can
do uncommonly good. Strong people have strong weaknesses. If somebody is good
he will have his baggage. This must not be held against him. People below you
are paid to perform not to please you. The performance of the task is the only
factor when it comes to staffing. You don't have to be oblivious to someone's weakness.
You can make changes to the work environment so that the individual
limitations do not interfere with performance. The goal of the
executive must be to see that his organisation, makes the ordinary
people achieve uncommon performance.
One area where weakness is not tolerated is a lack of integrity. Look out for those who are
efficient but corrupt. These people may be performing well in an organisation,
but, when they rise to high positions, they will destroy the organisation. Good
character and integrity in itself do not achieve anything but their absence
faults everything else.
Managing your boss is explained in detail. The author says that the surest way of doing well is, having a boss whose star is on the rise. You need to understand that he too is a human being with his weaknesses. Your job as a subordinate is to make him better in his strengths. The best way to look good is to make your boss look good. The task of an executive is not to change human beings but use whatever strengths that are available to multiply performance.
Do only, one thing at a time, prioritising is what is being spoken about here. Doing too many things at the same time will make you work hard without anything substantial results. This list of priorities needs to revise after completion of each task. The failures of the past are easy to identify and discard, but your previous success is a different matter. Often a particular process is carried out even after it has outlived its value, this not only drains time but precious resources.
Decision making is a specific
executive task. You must not make too many decisions but important ones.
Decisions have to translate in action; if not it is only a good intention. The
author gives us some elements of decision making. Firstly, looking out if the
decision is generic. In that case, we must base our judgement on a principle or
established rule. Unique events are
rare, they may be handled within limits of practicality. It must be clear as to
what conditions the decision needs to satisfy. What exactly we are looking to
achieve by the decision? Knowing "what is the right thing to do",
is crucial before we give in to compromise. Thus we may make the right
compromises, which will make the decision more acceptable. There must also be
feedback, which will test the validity of the decision.
Decision making is
as much about courage as it is about judgement. Decisions are
rarely between right and wrong. They are mostly between almost right and
probably wrong. Generally, we look for facts however we need to to look for
opinions. Before we examine the facts we need to assess their criteria of
relevance, or context of the facts. This is the most controversial aspect of
decision making. It means knowing which fact is relevant to the decision. If
not done then, people will find facts that suit their own opinion. As the
author rightly says "No one has failed to find facts that he already
knows". We must look for disagreements, and conflicts
that arise, as they help in analysing the problem from all aspects. This also
brings out the various alternates that may be available to us. Conflict and
disagreement bring out different sides of the issue, needed in a decision. Unpopular decision too must be taken. The
executive is paid to getting the right things done, not what he wants to do,
and the main task of the executive is to make a decision.
Having read the
book more than once. I can say with some confidence that you need to have this
book on your shelf. Reading gives you a new insight every time you do it. The
biggest takeaway for me personally was the decision making process and the
elements of decision making. Focusing on our contribution to the organisation
and not feeling entitled also struck a deep chord. You may be with less power
or authority. Still, If you focus on
things that you can do for the organisation, instead of having a sense of
entitlement. Then whatever position you may have, you are top management.
.
