Becoming an Effective Executive (Part-2) - 5 Required habits/practices of the mind -- By Pete Lorins

As explained very clearly in Peter Drucker's "The Effective Executive", effectiveness is a habit; a complex of practices. And practices can always be learned. And although practices are deceptively simple, they are exceedingly hard to do well.

They have to be acquired, as we all learn the multiplication table; that is, repeated so much that "6 x 6 = 36" has become unthinking, conditioned reflex, and firmly ingrained habit. One learns practices by practicing, and practicing and practicing again. Hence, there is no reason why anyone with normal endowment should not acquire competence in any practice. Essentially, there are five of such practices/habits of the mind that have to be acquired to be an effective executive:

1) Effective executives know where their time goes --They work systematically at managing the little of their time that can be brought under their control.

2) Effective executives focus on outward contribution --They gear their efforts to results rather than work. They start out with the question, "What results are expected of me?" rather than with the work to be done, let alone with its techniques and tools.

3) Effective executives build on strengths -- Their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in the situation, that is, on what they can do. They do not build on weakness. They do not start out with the things they cannot do.

4) Effective executives concentrate on the few major areas where superior performance will produce outstanding results --  They force themselves to set priorities and stay with their priority decisions. They know that they have no choice, but to do first things first, and second things not at all. The alternative is to get nothing done.

5) Effective executives, finally, make effective decisions -- They know that this is, above all, a matter of system --of the right steps in the right sequence. They know that an effective decision is always a judgment based on "dissenting opinions" rather than on "consensus on the facts." And they know that to make many decisions fast means to make the wrong decisions. What is needed are few, but fundamental decisions. What is needed is the right strategy rather than the razzle-dazzle tactics.

These are the elements of executive effectiveness. And should you have a need to ask any questions about any of the latter, please feel free to contact me at the following contact information. I enjoy holding discussions about them or any other entrepreneurial aspirations. Good luck!

Pete Lorins, PhD CD, JD -- pete@snirol.com (email) -- (407) 272-0873 (phone)