to be effective，is the job of the executive
“know thy time” if he wants to, and be well on the road toward c and effectiveness.
effectiveness can be learned.
effectiveness is a habit; that is a complex of practices.
the man who focuses on c and who takes resp for results, no matter how junior, is in the most literal sense of the phrase,“top management”.
who has to use my output for it to become effective?
the effectiveness executive knows that to get strength has to put up with weakness.
they focus on opportunity in their staffing—not on problems.
making the strength of the boss productive is a key to the subordinate’s own effectiveness.
the effective executive tries to be himself, he does not pretend to be some else,
they c their own time and energy as well as that of their organizati doing thing at a time, and on doing first things first.
to commit today’s resources to the future.
the effective executive will slough off an old activity before he starts on a new one.
c is, the courage to impose on time and events his own decision as to what really matters and comes first.
effective executives do not make a great many decisions.they c on the important ones.
they want impact rather than technique, they want to be sound rather than clever.
the first question the effective decisi asks is：“is this a generic situation or an excepti
one has to start out with what is right than what is acceptable.
a decision will not become effective unless the action commitments have been built into the decision from the start.
people do not start out with the search for facts, they start out with an opinion.