By Laura Stack
A How-To consultant for the fashionable Leader
Inspired through Peter Drucker's groundbreaking booklet The powerful govt, Laura Stack information accurately how 21st-century leaders and executives can receive ecocnomic, efficient effects through dealing with the intersection of 2 serious values: effectiveness and efficiency.
Effectiveness, Stack says, is making a choice on and reaching the simplest goals in your organization—doing the precise issues. potency is attaining them with the smallest amount of time, attempt, and cost—doing issues correct. If you're no longer transparent on either, you're squandering precious time. As Drucker placed it, “There is not anything so lifeless as doing successfully that which shouldn't be performed at all.” Stack's 3T management bargains twelve practices that might let executives to be potent and effective, grouped into 3 parts the place leaders spend their time: Strategic pondering, Teamwork, and strategies. along with her professional suggestion, you'll get ratings of recent principles on the way you, your workforce, and your company can improve productiveness.
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Extra info for Doing the Right Things Right: How the Effective Executive Spends Time
Acknowledge where you can improve to become an even better executive. 91–120: Average. You’re in the middle of the bell curve. You’re not the worst, and you’re not the best. Work on kicking your efforts toward achieving effective, efficient execution up a notch, so you can perform at a higher level and produce greater results. For twelve weeks, focus on one of the twelve chapters each week and work to improve your weak areas and build on your strengths. 61–90: Major overhaul required. Get serious about changing the way you handle your team and projects.
This page intentionally left blank ing lish tab Es STR TH ATE GIC Plann IN ing KI N Alig G ning 1 GOALS Align Strategy and Objectives If your team lacks clear goals, it may as well be a drunken octopus on roller skates. You’ll get just as far. To be efficient and effective, you must set team goals, align them actively with organizational goals, and communicate them to your team. You’ll also need to regularly reevaluate your progress to ensure you’re on the right path. If you’re not already doing so, consider what course corrections might better serve you.
Explain the rewards system and follow it meticulously, without favoritism. If your team can’t trust you to keep your side of the bargain, why should they bother reaching for the goals? TEAM SOMETHING TO SHOOT FOR. Goals: Align Strategy and Objectives 5 35 TRACK YOUR TEAM’S PRODUCTIVITY AND PROVIDE You can’t manage what you can’t measure. com. That way, you’ll more easily see who needs help and who already pushes their productivity through the roof. Once you have that information in hand, you can provide meaningful feedback that includes specific growth ideas.