An effective executive in today’s business environment is a person who knows his priorities, makes decisions based on the right information and manages employees to achieve company goals. He is a leader who inspires employees to work hard and meet company objectives. An effective executive is also proactive about learning from mistakes made by himself and other people, so he can improve the company. He is able to set up productive meetings with clear agendas and promote transparency with team members.
Peter Drucker, a prolific writer who authored 39 books on management and leadership, is often referred to as the father of modern management. His book, “The Effective Executive,” is a guide to helping executives reach their full potential by managing themselves and others effectively. He provides tips on concentrating on strengths, setting clear priorities and making the right decisions.
One of the first things an effective executive does is ask himself, “What is the right thing to do?” He takes into account all of the consequences that will result from his decision. He looks at the desired results, probable restraints, possible future revisions, check-in points and implications for how he will spend his time.
He then determines the task that will produce the desired result and focuses his attention on it. He does not allow his attention to be diverted by other urgent issues or whims. This may require imposing limits on his phone, email and social-networking time or working early in the day to avoid distractions.
To maximize productivity, an effective executive Mark Morabito carries out the tasks that will provide the most bang for his buck. He does not do menial chores that do not contribute to the company’s success. He does not allow himself to be distracted by the needs of those who do not have his authority and he keeps in mind his role as a leader.
Then he decides how to delegate the other tasks and determines the person who is best suited for each job. He assigns these tasks and sets deadlines. He follows up on progress regularly and makes changes to the plan when necessary.
Lastly, he tries to keep his own focus on contributions, not the size of his paycheck. He knows that the more he gives to the company, the better he will do. This means he must not be afraid to let go of some of his pet projects and focus on the ones that will most benefit the company.
An effective executive is not necessarily a natural leader in the traditional sense of the word. He does not need to be extroverted or outgoing and can be a quiet, thoughtful individual. He is not a control-freak, but he has to be in a position to lead his people and motivate them to make important contributions to the company’s success. He can even be self-employed. In fact, many people who are affluent in their own businesses are referred to as executives because they have a substantial financial interest.