• In a Forbes article titled "Myths and realities of what we call leadership," he mentions the following:
  • "A leader does not delegate what is important"?
• Discuss whether this statement is a myth or reality. Document your response based on the reading of Peter Drucker provided in the images.

Transcribed Image Text:

Hanard Business Review OnPoint What Makes an Effective Executive The Idea in Brief Worried that you're not a born leader? That you lack chartsma, the right talents, or some other secret ingredient? No need: leader- ship isn't about personality or talent. In fact, the best leaders exhibit wildly different per- sonalities, attitudes, values, and strengths- they're extroverted or reclusive, easygoing or controlling, generous or parsimonious, numbers or vision oriented. So what do effective leaders have in com- mon? They get the right things done, in the right ways-by following eight simple rules: Ask what needs to be done. Ask what's right for the enterprise. Develop action plans. Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities, not problems Run productive meetings. Think and say "We"not"." Using discipline to apply these rules, you gain the knowledge you need to make smart decisions, convert that knowledge into effective action, and ensure account- ability throughout your organization. The Idea in Practice GET THE KNOWLEDGE YOU NEED Ask what needs to be done. When Jack Welch asked this question while taking over as CEO at General Electric, he real- ized that dropping GE businesses that couldn't be first or second in their industries was essential-not the overseas expansion he had wanted to launch. Once you know what must be done, identify tasks you're best at, concentrating on one at a time. After com- pleting a task, reset priorities based on new realities. Ask what's right for the enterprise. Don't agonize over what's best for owners, in- vestors, employees, or customers. Decisions that are right for your enterprise are ultimately right for all stakeholders. CONVERT YOUR KNOWLEDGE INTO ACTION Develop action plans. Devise plans that specify desired results and constraints (ts the course of action legal and compatible with the company's mission, val- ues, and policies?). Include check-in points and implications for how you'll spend your time. And revise plans to reflect new opportunities Take responsibility for decisions. Ensure that each decision specifies who's ac- countable for carrying it out, when it must be implemented, who'll be affected by it, and who must be informed. Regularly review dect- sions, especially hires and promotions. This enables you to correct poor decisions before doing real damage. Take responsibility for communicating. Get input from superiors, subordinates, and peers on your action plans. Let each know what information you need to get the job done. Pay equal attention to peers and supe- riors' Information needs. Focus on opportunities, not problems. You get results by exploiting opportunities not solving problems. Identify changes inside and outside your organization (new technolo- gles product innovations, new market struc- tures), asking "How can we exploit this change to benefit our enterprise!" Then match your best people with the best opportunities. ENSURE COMPANYWIDE ACCOUNTABILITY Run productive meetings. Articulate each meeting's purpose (Making an announcement? Delivering a report?). Termi- nate the meeting once the purpose is accom- plished. Follow up with short communica- tions summarizing the discussion, spelling out new work assignments and deadlines for completing them. General Motors CEO Alfred Sloan's legendary mastery of meeting follow- up helped secure GMs Industry dominance in the mid-twentieth century. Think and say "We," not "l." Your authority comes from your organization's trust in you. To get the best results always consider your organization's needs and op- portunities before your own. PAGE Hanard Business Review OnPoint What Makes an Effective Executive The Idea in Brief Worried that you're not a born leader? That you lack chartsma, the right talents, or some other secret ingredient? No need: leader- ship isn't about personality or talent. In fact, the best leaders exhibit wildly different per- sonalities, attitudes, values, and strengths- they're extroverted or reclusive, easygoing or controlling, generous or parsimonious, numbers or vision oriented. So what do effective leaders have in com- mon? They get the right things done, in the right ways-by following eight simple rules: Ask what needs to be done. Ask what's right for the enterprise. Develop action plans. Take responsibility for decisions. Take responsibility for communicating. Focus on opportunities, not problems Run productive meetings. Think and say "We"not"." Using discipline to apply these rules, you gain the knowledge you need to make smart decisions, convert that knowledge into effective action, and ensure account- ability throughout your organization. The Idea in Practice GET THE KNOWLEDGE YOU NEED Ask what needs to be done. When Jack Welch asked this question while taking over as CEO at General Electric, he real- ized that dropping GE businesses that couldn't be first or second in their industries was essential-not the overseas expansion he had wanted to launch. Once you know what must be done, identify tasks you're best at, concentrating on one at a time. After com- pleting a task, reset priorities based on new realities. Ask what's right for the enterprise. Don't agonize over what's best for owners, in- vestors, employees, or customers. Decisions that are right for your enterprise are ultimately right for all stakeholders. CONVERT YOUR KNOWLEDGE INTO ACTION Develop action plans. Devise plans that specify desired results and constraints (ts the course of action legal and compatible with the company's mission, val- ues, and policies?). Include check-in points and implications for how you'll spend your time. And revise plans to reflect new opportunities Take responsibility for decisions. Ensure that each decision specifies who's ac- countable for carrying it out, when it must be implemented, who'll be affected by it, and who must be informed. Regularly review dect- sions, especially hires and promotions. This enables you to correct poor decisions before doing real damage. Take responsibility for communicating. Get input from superiors, subordinates, and peers on your action plans. Let each know what information you need to get the job done. Pay equal attention to peers and supe- riors' Information needs. Focus on opportunities, not problems. You get results by exploiting opportunities not solving problems. Identify changes inside and outside your organization (new technolo- gles product innovations, new market struc- tures), asking "How can we exploit this change to benefit our enterprise!" Then match your best people with the best opportunities. ENSURE COMPANYWIDE ACCOUNTABILITY Run productive meetings. Articulate each meeting's purpose (Making an announcement? Delivering a report?). Termi- nate the meeting once the purpose is accom- plished. Follow up with short communica- tions summarizing the discussion, spelling out new work assignments and deadlines for completing them. General Motors CEO Alfred Sloan's legendary mastery of meeting follow- up helped secure GMs Industry dominance in the mid-twentieth century. Think and say "We," not "l." Your authority comes from your organization's trust in you. To get the best results always consider your organization's needs and op- portunities before your own. PAGE