The measure of the executive, Peter Drucker reminds us, is the ability to `get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive.
He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results.
One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength t
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