My summary notes:
Intro: The effective executive manages and leads himself first. Systems, rules, delegation, leadership.
The knowledge worker produces ideas and information that someone else has to act on.
Working on the right things.
Knowledge work is defined by its results.
Four realities:
- The executive’s time belongs to everybody else.
- Executives are forced to keep operating (i.e. not strategising) unless he changes the reality in which he works. Changes the work flow.
- He’s in an organisation reliant on other people to make use of what he contributes.
- The results are outside the organisation.
Unless executives work at becoming effective, the realities of their situation will push them into futility.
Five practices:
- Time management
- Results oriented
- Building strengths
- Concentrate on a few major areas
- Make the right important decisions
Don’t start with tasks. Start with time and allocate it. In blocks. Delegate everything someone else can do.
Ask ‘what can I contribute?’.
Human relations: Communications, teamwork, self-development, development of others. Ask a subordinate ‘what contribution should we expect from you?’. We grow according to the demands we place on ourselves. Don’t build on ‘no major weaknesses’. Build on strength. One thing at a time and allow plenty of time. Choose regularly what to stop.
Often it is just as arduous to start something small as it is to start something big.
A decision must degenerate into actual work.
Have rules and principals, to save making too many decisions. Don’t have incompatible rules or boundaries.
When making a decision, start with opinions not facts. Insist on disagreement, seek it out so you’re not closed minded. Act or don’t act. No half actions.