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- 1. WHAT MAKES AN EFFECTIVE EXECUTIVE? FROM HBR REVIEW OF JUNE 2004 PETER DRUCKER From Peter Drucker in Harvard Business Review VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 1
- 2. HOW TO BE AN EFFECTIVE EXECUTIVE ? An effective executive need not be a leader in the sense that is used most commonly now To be an effective executive, here are the eight practices which need to be followed says Peter Drucker VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 2
- 3. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 3 Effective executives ask: “What needs to be done?”
- 4. WHAT HAPPENS IF YOU FAIL TO ASK Failure to ask this question may render even the ablest executive ineffectual Prioritize and focus on one task, at worst two Evaluate periodically – What needs to be done now? VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 4
- 5. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 5 Effective executives ask: “What is right for the enterprise?”
- 6. BE FORTHRIGHT Keep organizations need in the front Don’t agonize over what’s best for the owner or the boss, or employee or stakeholders Decisions that are right for the enterprise are the best for all stakeholders VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 6
- 7. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 7 Effective executives then develop action plans
- 8. CONVERT YOUR KNOWLEDGE INTO ACTION Ask – What contributions should the enterprise expect from me over the next 18 months? Devise strategies that specify desired results The action plan has to become the basis for time management Do not accept non-performance and under- achievement VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 8
- 9. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 9 Effective executives take responsibility for decisions
- 10. WHEN CAN IT BE SAID: ‘A DECISION HAS BEEN TAKEN?’ When person has been named who is accountable for carrying it out When people know the deadline When people know who will be affected by the decision VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 10
- 11. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 11 Effective executives take responsibility for communicating
- 12. COMMUNICATION IS IMPORTANT FOR EXECUTION Get input form superiors, subordinates and peers on your action plans Make sure that both action plans and their information are understood by all Let each person know what information they will need to get the job done VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 12
- 13. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 13 Effective executives are focused on opportunities rather than problems
- 14. MAKE THE MOST OF OPPORTUNITIES Make sure problems do not overwhelm opportunities Use change as an opportunity rather than a threat VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 14
- 15. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 15 Effective executives run productive meetings
- 16. ARTICULATE THE PURPOSE OF THE MEETING Make sure meetings are work sessions rather than bull sessions Stick to the format - Requires self-discipline Terminate the meeting as soon as its specific purpose has been accomplished VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 16
- 17. VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 17 Effective executives think and say “We” rather than “I”
- 18. THINK AND SAY ‘WE’ Don’t think or say ‘I’ – think and say ‘we’ Put the organizations needs and opportunities before your personal agenda Remember – You have authority because of the organization’s trust in you VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 18
- 19. WHY EIGHT? The first two practices give them the knowledge they need The next four convert this knowledge into effective action The last two ensure the whole organization feels responsible and accountable VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 19
- 20. THANK YOU From Peter Drucker in Harvard Business Review VIVEK HATTANGADI WHAT MAKES AN EFFECTIVE EXECUTIVE? - FROM PETER DRUCKER IN HBR JUNE 2004 20 vivekhattangadi@theenablers.org www.theenablers.org