Doing the Right Things Right How the Effective Executive Spends Time (Audible Audio Edition) Laura Stack BerrettKoehler Publishers Books
Download As PDF : Doing the Right Things Right How the Effective Executive Spends Time (Audible Audio Edition) Laura Stack BerrettKoehler Publishers Books
A How-to Guide for the Modern Leader
Inspired by Peter Drucker's groundbreaking book, The Effective Executive, Laura Stack details precisely how 21st-century leaders and managers can obtain profitable, productive results by managing the intersection of two critical values effectiveness and efficiency.
Effectiveness, Stack says, is identifying and achieving the best objectives for your organization - doing the right things. Efficiency is accomplishing them in the least amount of time, with the least effort and cost - doing things right. If you're not clear on both, you're wasting your time. As Drucker put it, "There is nothing so useless as doing efficiently that which should not be done at all."
Stack's 3T Leadership offers 12 practices that will enable executives to be effective and efficient, grouped into three areas where leaders spend their time strategic thinking, teamwork, and tactics. With her expert advice, you'll get scores of new ideas on how you, your team, and your organization can boost productivity.
Doing the Right Things Right How the Effective Executive Spends Time (Audible Audio Edition) Laura Stack BerrettKoehler Publishers Books
Laura Stack’s book has as its foundation Peter Drucker’s “The Effective Executive: The Definitive Guide to Getting the Right Things Done.” Drucker, one of the world’s few genuine gurus of management, produced this slim book in 1967, and it has been a staple for executives ever since. Time has not diminished its importance.Drucker outlines five “habits of the mind” that are required of executives: understanding and controlling where time goes; focusing on results; building on your strengths; prioritizing work; and making effective decisions.
Stack believes “if the book (Drucker’s) has a flaw… it’s in not examining the “how.” Her book is intended to correct this flaw.
However, Stack’s book feels like being sprayed by a fire-hydrant, rather than being drip fed – it is simply far too much, all at once. The volume of issues she covers from strategy to team-effectiveness, to personal efficacy, decision-making and more, is too superficial to be instructive. Despite this serious deficiency, I still think this book is worth reading, because it is aimed at executives who have been exposed to the ideas she presents. This book serves only as a reminder of what you most probably know, but may well have forgotten, or overlooked. Therein lies its value.
Below are some ideas you might find worth reconsidering. “Regularly re-evaluate your progress to ensure you’re on the right path,” Stack suggests.
The dictionary definition of an executive is a person appointed and given the responsibility to manage the affairs of an organization and the authority to make specific decisions. As such, an executive might be a middle manager, a senior leader, or even an individual contributor who hasn’t received a title. An executive is anyone who is responsible for results.
Effectiveness is successfully producing what needs to be done, and efficiency is doing it with the minimum expenditure of time, effort, and money. “It doesn’t matter how well your team climbs Mount Everest if your intention was to climb the Matterhorn,” Stack points out.
As an executive, you must execute because the decisions are ultimately yours to make. If you’re in command, be in command. Execution and results are all that really matters in any business. If you don’t decide, circumstances will make your decisions for you, and the circumstances may not have your best interests in mind.
Producing results is at the heart of what it means to be efficient and effective, or as Vince Lombardi the great football coach famously said: “Performance isn’t everything, it’s the only thing.”
Analysts Collinson and Jay, estimated that the 200 largest Fortune 500 companies alone, suffer from “value-destructive complexity,” costing them $237 billion a year. It is the leader who is responsible for making things as easier and quicker for the organization through the formulation and application of simple rules.
“You may discover that rather than having dozens of processes to deal with, you actually have one core process that applies to dozens of situations. Cleaning up your processes accelerates business wonderfully, resulting in greater simplicity and greater profits,” Stack explains.
The number of meetings you attend and your high rating in culture surveys, don’t really matter. What does matter is whether you and your team can consistently produce at a high level that meets or exceeds your goals. This requires that your team has clear goals, with guardrails. Focus on a few major goals, and execute them superbly. “If your team lacks clear goals, it may as well be a drunken octopus on roller skates.” (What a great image!)
Multitasking is as serious a timewaster for a team as it is for individuals. Goal effectiveness requires that you are using each person’s key strengths and insights into the company, and your customers’ business.
Goals should never be seen as cast in stone. Once people thought they would never be able to travel faster than thirty-five miles per hour, the speed of a galloping horse. Nowadays, airplanes regularly exceed five hundred miles per hour. Not long ago, typewriters were an essential piece of office equipment until they were displaced in quick succession by word processors, monochrome computers, PCs and Macs, handheld devices, smartphones, and cloud computing. And all this within 20 years.
Everything changes, so should your goals.
Everyone wants to be happy with, and proud of their work, yet so few are. “Effective communication sets profitable, productive organizations apart from the duds,” explains Stack - it makes a huge difference. Effective communication is more art than science. One needs to check in with your people regularly to make sure they’re in tune with the team and also with the organization.
“Keep your mission in front of your team. Repeat your goals until you’re blue in the face—you can’t over-communicate, and you won’t insult people with repetition.”
Getting discretionary effort from team members begins with a genuine concern for them and their lives. Gone are the days when employees were nothing more than their job descriptions, interchangeable machine parts. Smart leaders know they get further by forming partnerships with their employees and acting as visionary facilitators; sometimes even cheerleaders, but never, ever as dictators.
They’re people. If you take care of your people, they are more likely to take care of you—loyalty flows both ways. Treated well, staff are more likely to stay with you, and good staff are expensive to replace. You constantly need to find reasons for your people to pour their discretionary effort into their work.
“Never lose track of your team’s best interests while pursuing your own. That’s one touchstone of a good executive.” Stack notes.
Stack’s collection of ideas will either make you proud of your leadership, or embarrass you. Either way it is a worthwhile read.
Readability Light -+--- Serious
Insights High ---+- Low
Practical High ---+- Low
*Ian Mann of Gateways consults internationally on leadership and strategy and is a sought-after conference speaker.
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Doing the Right Things Right How the Effective Executive Spends Time (Audible Audio Edition) Laura Stack BerrettKoehler Publishers Books Reviews
really liked this book. I listend it on CD first and decided to purchase it because the author had examples and scenarios from present corporate world.
Even the title sums up what it is we should be aiming to achieve ie doing the right things right most of the time. As the author says an add-on or an extension to Drucker's wisdom. I have to say this is a but if a must read for execs
Clear, concise, direct. Great book on how to be both effective and efficient. Her definition of an "executive" is something everyone can learn from and in so doing makes the book a great tool for anyone in business regardless of your position.
Richard Wurman and Joseph Spira point out the need for ongoing human analysis in effectively growing an enterprise. For instance, Peter Day's World of Business has been on the BBC for 30 years. In 1994, he had Peter Drucker admit that for the most part his 50 years of writings and observations on maximizing the contributions of information knowledge worker employees had been ignored by business. Wurman and Spira add an additional wrinkle to this observation. Glad you pointed it out on 165.
I love this book - have already bought three copies - one to keep and two to give away to two clients who need this book now! For those of us who struggle with being as efficient (or effective) as we'd like, this book speaks to the heart of the matter. Laura's 3 T Leadership Model and the strategies she outlines in this book, if put into practice, will help you move forward with velocity. Whether you're looking to be more effective or efficient or both, you will find a step by step path to bringing about the desired change. It's a no-nonsense, easy to read and understand guide you can turn to again and again for the action steps to take. I'm using it and have already found it to be most helpful - am sure you would, too. I highly recommend it!
I get asked all the time about how to manage the digital information we heaped onto us every day. Laura did a very good job of giving practical advice on how to handle emails, manage the data coming in (the 6 D's - love the idea to Deter (cancel that email/subscription). Also, the concept of Agility was very well done. Really agree with the need for redundancy (so the one with all the information about systems or company history) doesn't depart and leave you scurrying about scouring for how you continue to do the work he or she did. Practical tips and user friendly. Enjoyed being able to tap into chapters or sections to grab you need and could skip parts you already handle well. Good job.
I adore practical books that help me be a better leader and manager. And Laura Stack's new book, "Doing the Right Things Right" is chock-full of practical ideas that I can use immediately in my company and in my volunteer leadership roles. It starts with a self-assessment in three major categories that she calls "The Three T's Thinking Strategically, Team Focus and Tactical Work." For each category, there are several subcategories along with short paragraphs of best practices within each subcategory. What I really like about this approach is that you don't have to read the book from cover to cover. You can pick and choose where you want to focus. Read a few ideas, and go implement ONE. Just ONE idea can make all the difference!
Laura Stack’s book has as its foundation Peter Drucker’s “The Effective Executive The Definitive Guide to Getting the Right Things Done.” Drucker, one of the world’s few genuine gurus of management, produced this slim book in 1967, and it has been a staple for executives ever since. Time has not diminished its importance.
Drucker outlines five “habits of the mind” that are required of executives understanding and controlling where time goes; focusing on results; building on your strengths; prioritizing work; and making effective decisions.
Stack believes “if the book (Drucker’s) has a flaw… it’s in not examining the “how.” Her book is intended to correct this flaw.
However, Stack’s book feels like being sprayed by a fire-hydrant, rather than being drip fed – it is simply far too much, all at once. The volume of issues she covers from strategy to team-effectiveness, to personal efficacy, decision-making and more, is too superficial to be instructive. Despite this serious deficiency, I still think this book is worth reading, because it is aimed at executives who have been exposed to the ideas she presents. This book serves only as a reminder of what you most probably know, but may well have forgotten, or overlooked. Therein lies its value.
Below are some ideas you might find worth reconsidering. “Regularly re-evaluate your progress to ensure you’re on the right path,” Stack suggests.
The dictionary definition of an executive is a person appointed and given the responsibility to manage the affairs of an organization and the authority to make specific decisions. As such, an executive might be a middle manager, a senior leader, or even an individual contributor who hasn’t received a title. An executive is anyone who is responsible for results.
Effectiveness is successfully producing what needs to be done, and efficiency is doing it with the minimum expenditure of time, effort, and money. “It doesn’t matter how well your team climbs Mount Everest if your intention was to climb the Matterhorn,” Stack points out.
As an executive, you must execute because the decisions are ultimately yours to make. If you’re in command, be in command. Execution and results are all that really matters in any business. If you don’t decide, circumstances will make your decisions for you, and the circumstances may not have your best interests in mind.
Producing results is at the heart of what it means to be efficient and effective, or as Vince Lombardi the great football coach famously said “Performance isn’t everything, it’s the only thing.”
Analysts Collinson and Jay, estimated that the 200 largest Fortune 500 companies alone, suffer from “value-destructive complexity,” costing them $237 billion a year. It is the leader who is responsible for making things as easier and quicker for the organization through the formulation and application of simple rules.
“You may discover that rather than having dozens of processes to deal with, you actually have one core process that applies to dozens of situations. Cleaning up your processes accelerates business wonderfully, resulting in greater simplicity and greater profits,” Stack explains.
The number of meetings you attend and your high rating in culture surveys, don’t really matter. What does matter is whether you and your team can consistently produce at a high level that meets or exceeds your goals. This requires that your team has clear goals, with guardrails. Focus on a few major goals, and execute them superbly. “If your team lacks clear goals, it may as well be a drunken octopus on roller skates.” (What a great image!)
Multitasking is as serious a timewaster for a team as it is for individuals. Goal effectiveness requires that you are using each person’s key strengths and insights into the company, and your customers’ business.
Goals should never be seen as cast in stone. Once people thought they would never be able to travel faster than thirty-five miles per hour, the speed of a galloping horse. Nowadays, airplanes regularly exceed five hundred miles per hour. Not long ago, typewriters were an essential piece of office equipment until they were displaced in quick succession by word processors, monochrome computers, PCs and Macs, handheld devices, smartphones, and cloud computing. And all this within 20 years.
Everything changes, so should your goals.
Everyone wants to be happy with, and proud of their work, yet so few are. “Effective communication sets profitable, productive organizations apart from the duds,” explains Stack - it makes a huge difference. Effective communication is more art than science. One needs to check in with your people regularly to make sure they’re in tune with the team and also with the organization.
“Keep your mission in front of your team. Repeat your goals until you’re blue in the face—you can’t over-communicate, and you won’t insult people with repetition.”
Getting discretionary effort from team members begins with a genuine concern for them and their lives. Gone are the days when employees were nothing more than their job descriptions, interchangeable machine parts. Smart leaders know they get further by forming partnerships with their employees and acting as visionary facilitators; sometimes even cheerleaders, but never, ever as dictators.
They’re people. If you take care of your people, they are more likely to take care of you—loyalty flows both ways. Treated well, staff are more likely to stay with you, and good staff are expensive to replace. You constantly need to find reasons for your people to pour their discretionary effort into their work.
“Never lose track of your team’s best interests while pursuing your own. That’s one touchstone of a good executive.” Stack notes.
Stack’s collection of ideas will either make you proud of your leadership, or embarrass you. Either way it is a worthwhile read.
Readability Light -+--- Serious
Insights High ---+- Low
Practical High ---+- Low
*Ian Mann of Gateways consults internationally on leadership and strategy and is a sought-after conference speaker.
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