The Effective Executive by Drucker Peter F

Author:Drucker, Peter F. [Drucker, Peter F.]
Language: eng
Format: mobi
Publisher: HarperCollins e-books
Published: 2009-10-05T16:00:00+00:00

The effective executive will therefore ask: “Does this man have strength in one major area? And is this strength relevant to the task? If he achieves excellence in this one area, will it make a significant difference?” And if the answer is “yes,” he will go ahead and appoint the man.

Effective executives rarely suffer from the delusion that two mediocrities achieve as much as one good man. They have learned that, as a rule, two mediocrities achieve even less than one mediocrity—they just get in each other’s way. They accept that abilities must be specific to produce performance. They never talk of a “good man” but always about a man who is “good” for some one task. But in this one task, they search for strength and staff for excellence.

This also implies that they focus on opportunity in their staffing—not on problems.

They are above all intolerant of the argument: “I can’t spare this man; I’d be in trouble without him.” They have learned that there are only three explanations for an “indispensable man”: He is actually incompetent and can only survive if carefully shielded from demands; his strength is misused to bolster a weak superior who cannot stand on his own two feet; or his strength is misused to delay tackling a serious problem if not to conceal its existence.

In every one of these situations, the “indispensable man” should be moved anyhow—and soon. Otherwise one only destroys whatever strengths he may have.

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