Are you an effective executive?
I have read through a lot of business books, both good and mediocre. But, not many of them bring me the same feeling and provoke as much thought as the classic “Effective Executive” by Peter Drucker (http://www.amazon.com/Effective-Executive-Definitive-Harperbusiness-Essentials/dp/0060833459). 
Though I wish I could have read it earlier, I feel lucky that I am now receiving advice and learning principles from one of the greatest management gurus of all times.
And you will too.
Drucker started his 7-chapter book by explaining why it’s critical to the knowledge worker in general and the executive/manager in particular that they become more effective. Unlike the traditional workers who spend most of the time doing repetitive pre-programmed labor work, executive’s work involves much more creativity, inter-personal communication and decision making. Without knowing how to do the right thing and having the ability to execute it, knowledge workers will just waste their time, knowledge and talent as well as the organization’s resources. The good news is that effectiveness can be acquired through daily training and practice.
Sound interesting to you? in the subsequent chapters I was expecting to see a lot of details covering all skills step-by-step as in other business and self enhancement book. But Drucker wisely focused the reader to FIVE critical areas:
More efficient time management. More often than not, managers and leaders are stuck with work that is pretty redundant and/or can be performed better by someone else. Delegating them to others or completely abandoning them is necessary for managers to regain time, their most precious resource, for more productive tasks.
Asking: What can I contribute? Instead of being limited by the original job scope, the executive must define his role based on the needs of the organization. In doing so, this allows him to focus his skills and experience to advancing the organization’s goals. No more daily boring routine tasks!
Playing to the strengths. Everyone has strengths and weaknesses. While time and resource is needed to improve our weaknesses, it’s much easier for us to do what we are good at. In other words, the manager should base task assignments on the core competencies (see my latest post) of his subordinates. The organization only benefits when staff are employed and empowered by strengths without being limited by their weaknesses.
Prioritizing task. You should only focus on critical tasks that require your involvement. Delegate important work which can be done by your subordinates. Ignore those that are pretty redundant. Then you will no longer hopelessly swim in a sea of work.
Making better decision. Decision making is an integral part of the daily life of a manager and executive. But, a fair number of them are not confident enough to make the right decisions. Good decisions start with analysis of sufficient (NOT ALL!) data. The next step is to walk through all possible choices and take only the best solution, which may not necessary the perfect one. As a last step, good decisions must be followed by good execution.
Since reading the last page of this book, I have thought a lot about how we could build a culture in Vinasource, a culture that trains and give opportunities for every person, not just managers or leaders, to become effective.
How does our staff manage time more efficiently and make better informed decisions?
How can they utilize their key strengths to contribute to the company and our customers?
The transformation starts with good process and practices, then turn to habits, then become culture.
It’s a long way to go but we’re constantly working towards the goal of maximum efficiency...