What actually makes them effective, he says, is that they all do these seven things:
- They ask “What needs to be done?” You’ll always come up with a slew of possibilities, but Drucker says he’s never seen a leader who could effectively juggle more than two tasks. Tip: It’s not about what you want to do.
- They ask “What is right for the enterprise?” That won’t guarantee a right answer, but failing to ask guarantees the wrong answer.
- They develop action plans. Napoleon supposedly said that no successful battle ever followed its plan. Still, Napoleon planned all his battles.
- They take responsibility for decisions. Everybody has to know who’s accountable for carrying out a decision; the deadline; whom the decision will affect and, therefore, who must know about, understand and accept it; and the names of others who have to be informed.
- They take responsibility for communicating. Share your plans, and ask for comments from all your people, supervisors and peers. Organizations are held together by information.
- They focus on opportunities, not problems. And, of course, opportunities often arise from problems.
- They think, “we,” not “I.” This comes back to putting the organization first. It’s easier said than done.