Ask what needs to get done?

Ask what is right for the enterprise?

Develop action plans

Take responsibility for decisions

Take responsibility for communication

Focus on opportunities rather than problems

run productive meetings

Think and say “we” rather than “I”

Concentrate on one task

Knowledge is useless until it has been translated into deeds

Plan your course. Think about desired results, probable restraints, future revisions, check in points, and implications for how you’ll spend your time

What contributions should the enterprise expect from

Me

Over the next 18 months to two years? What results will I commit to? With what deadlines?

Is this course of action ethical? Is it acceptable within the organization? Is it legal? Is it compatible with the mission, values, and policies of the organization?

The action plan is a statement of intentions rather than a commitment. It should be revised often because every success creates new opportunity

Create a system for checking results against the expectations

Time is the scarcest and most precious resource

Problem solving does not produce results. It prevents damage. Exploiting opportunities produces results

Think of the needs and the opportunities of the organization before thinking of your own needs and opportunities

Listen first, speak last

Effectiveness can be learned

Get the right things done

Insigjts become effective only through hard systematic work

The plodder puts one foot in front of the other and gets there first

The knowledge worker can only be helped. He must direct himself toward performance and contribution

Thinking is his doing

Education is the most expensive capital investment we have ever known

You must make decisions, not just carry out orders

Take responsibility for your contribution

The decision lies with whoever is on the spot

Knowledge work is not defined by quantity or costs. It is defined by results

What do we really mean when we say our market?

What events are important and relevant and what events are merely distractions

Organization is a means of multiplying the strength of an individual

Each knowledge worker has his own skill and his own concerns

The decision maker is outside rather than inside the organization

The only reason for existence is to serve the environment

The outside environment is the true reality and is well beyond effective control from the inside

Promotion and advertisements try to mold the customers preferences and values

An organization is an organ of society and fulfills itself by the contribution it makes to the outside environment

Unless you make conscious efforts to perceive the outside, the inside may blind you from true reality

Effectiveness is a habit that needs to be practiced

Know wheee your time goes

Manafe your time

Focus on outward contribution

Geae your efforts toward results rather than to work

What results are expected of me?

Build on your strengths

Concentrate on the few major areas where superior performance will produce outstanding results

Set priorities and stay with the decisions

Do first things first and second things not at all

Plan ones work

Find out where your time actually goes

Time is totally irreplaceable

Man is ill equipped to manage his time

It is the demand for capital, rather than the supply thereof, which sets the limit to economic growth and activity

People are time consumers and most people are time wasters

Fast personal decisions are likely to be wrong decisions

People decisions are time consuming

Find the nonproductive time wasting activities and get rid of them

What would happen if this were not done at all?

Which of the activities on my time log could be done by somebody else just as well, if not better?

What do I do that wastes your time without contributing to your effectiveness

routine id what makes unskilled people without judgement capable of doing what it took near genius to do before

Time wastes often result from over staffing

Malfunction in information is a major time waster

One rarely overprunes

Set deadlines for the important activities based on your judgement of your discretionary time

Time is the scarcest resource and unless it is managed, nothing else can be managed

What can I contribute?

Focus on contribution

What can I contribute that will significantly affect the perforNancy and the results of the institution I serve?

Direct results, building of values and their reaffirmation, and building and developing people for tomorrow

People adjust to the level of the demands made on them

Knowledge workers produce ideas information and concepts

Concern yourself with the usability of your product

Four basic requirements of effective human relations: communications, teamwork, self development and development of others

Bring into your service men better than you are yourself

Subordinates are paid to perform and not to please their superiors

Human excellence can only be achieved in one area

Friendships should be off the job

First make sure the job is well designed

The test of an organization is to make common people achieve uncommon performance

Make each job demanding and big

Only is the job is big and demanding to begin with will it enable a man to rise to the new demands of a changed situation

The most important thing to find out is what you really can do

It is equally important to find out as early as possible whether you are in the right place or even the right kind of work

It is easy to move while young

Ask yourself am I in the right work and in the right place for my strengths to tell?

Start with what a man can do rather than what a job requires

There have been few great commanders in history who were not self centered conceited and full of admiration for what they saw in the mirror

Ti be more requires a man who is conceited enough to believe that the world really needs him and depends on his getting into power

A superior has responsibility for the work of others

A job should enable you to test both yourself and the organization

Make productive what you can do

Be yourself. Do not pretend to be someone else

Feed opportunities and starve problems

The secret of effectiveness is concentration

Do first things first and do them one st a time

Become conscious of the need to concentrate the human strengths available to you on major opportunities. This is the only way to get results

Nothing ever goes right

The unexpected always happens

Today is always the result of actions and decisions taken yesterday

Is this still worth doing?

Nothing new is easy

Bring in fresh people with fresh points of view

Slough off the outworn old to make possible the productive new job

Do not set priorities

Pick the future as against the past

Choose your own direction

Aim hight, aim for something that will make a difference, rather than something that is safe and easy to do

Achievement depends less on ability in doing research than on the courage to go after opportunity

It is more productive to convert an opportunity into results than to solve a problem

Our business is service

Look for the true problem not the symptom alone

If I had to live with this for a long time would I be willing to?

If the answer is no, keep working to find a more general more conceptual and find a more comprehensible solution

The effective executive does not make many decisions

A country with many laws is a country of incompetent lawyers. It is a country that attempts to solve every problem as a unique phenomenon rather than as a special case under general rules of law

Defind clear specifications as to what the decision has to accomplish

Put down what you think is right as you see it. Don’t worry about our reaction. Don’t worry about whether we will like this or dislike that. And don’t you above all concern yourself with the compromises that might be needed to make your recommendations acceptable

It is fruitless and a waste of time to worry about what is acceptable and what one had better not say as not to evoke resistance

The things one worries about never happen

Convert the decision into action

No decision has been made unless carrying it out in specific steps has become someone’s work assignment and responsibility. Until then, there are only good intentions

Unless one has considered alternative one has a closed mind

The first rule and decision making is that one does not make a decision unless there is a disagreement

Disagreement is needed to stimulate the imsgination

Do not waste the time of good people to cover up your own in decisions

Get the rate things done right

The strength of the computer lies in its being a logic machine. The human being is not logical; he is perceptual. He is slow and sloppy. But he is also bright and has insight. He can adapt

Basic decisions in respect to inventory are not inventory decisions at all. They are highly risky business decisions. Inventory emerges as a means of balancing different risks

Decisions have to be made in principle

The computer is not usually the cause of anything. It only brings out in sharp relief what has been happening all along

The ability to make effective deicisions increasinly determines the ability of every knowledge worker to be effective together

As long as we can handle the events on the operating level by adaptation rather than by thinnking, by "feel" rather than by knowledge and analysis, operating people will be untrained, untried, and untesting when they are first confronted with strategic decisions

Effectiveness must be learned

The executive's job is to be effective and effectiveness can be learned

The executive is paid for being effective. He owes effectiveness to the organization from which he works

Effectiveness cannot be taught, but it is capable of being learned

Effectiveness is a self-discipline

Effectiveness reveals itself as crucial to a man's self-development; to organization development; and to the fulfillment and viability of modern society

Record where the times goes

Question the relative importance of different uses of time, of different activities and their goals

Focus vision on contribution

What is the contribution you ought to make?

Think about your own goals and those of the organization

Have high standards for yourself

Assume responsibility and focus on the means

Make strengths productive

Learn through doing. Develop yourself

Do first things first

Develop character: foresight, self-reliance, courage

Develop leadership: dedication, determination, and serious purpose

Make the effective decision

Or rational action

Decisions have to be made according to the specific situation encountered

Develop and train yourself in responsible judgement. Develop procedure, analysis, and an ethics of action

Acquire knowledge and skill

Learn new work habits

TRAINING IN CHRISTIANITY

As executives work toward becoming effective, they raise the performance level of the whole organization

Organizations are not more effective because they have better people. They have better people because they motivate to self-development through their standards, through their habits, through their climate

Feed opportunities and starve problems

Concentrate and set priorities instead of trying to do a little bit of everything

The job of making the knowledge worker productive is still ahead

You level, your standards, your demands on yourself determine to a large extent the motivation, the direction, the dedication of the other knowledge workers around you

In a knowledge area, there are no superiors or subordinates, there are only older and younger men. Yet organization requires heirarchy

Make organizational performance compatible with personal achievement

Make your knowledge area become organizational opportunity

By focusing on contribution, you make your own values become organizational results

Knowledge workers need money, opportunity, achievement, fulfillment, and values

A well managed organization is a dull organization