The last two ensured that the whole organization felt responsible and accountable.Įffective executives know that they have authority only because they have the trust of the organization. The next four helped them convert this knowledge into effective action, for knowledge is useless to executives until it has been translated into deeds. The first two practices provided them with the knowledge they needed. And they thought and said “we” rather than “I.” They were focused on opportunities rather than problems. They took responsibility for communicating. What made them all effective is that they followed the same eight practices: They asked, “What needs to be done?” They also asked, “What is right for the enterprise?” They developed action plans. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. Peter Drucker, the author of more than two dozen HBR articles, says some of the best business and nonprofit CEOs he has worked with over his 65-year consulting career were not stereotypical leaders. An effective executive does not need to be a leader in the typical sense of the word.
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