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Leadership by Peter Drucker

blog In The Practice of Leadership , I found an interesting summary of a excellent article by Peter Drucker Leadership published in Forbes. com. The main ideas of Peter Drucker on Leadership are:

• What to do: "Successful leaders do not start asking" What do I do? ", Ask:" What should be done? "Then ask," De those things that would make a difference, which is correct for me? "Then do not avoid things that are not good ..."
• Check your performance: "Effective leaders check their performance. Write" What I hope to achieve if I take this project? ". Take note of your goals for the next 6 months and then come back and check if satisfied. From This way, they discover what they do well and what not. Also find out if they chose those really important things to do. I've seen many people who are very good at execution, but very bad at choosing the right activities ... "
• Be guided by the mission: "Leaders communicate so that the people around you understand what they are trying to do. The guide his purpose, his mission. Establish a mission and know also know how to say no. The pressure on leaders to do 984 different things is unbearable, so the troops know how to say no and keep ... "
• creative Abandonment: " A critical question for leaders is "When you stop allocating resources to activities that have already achieved their objective? " The most dangerous traps for praise leaders are those near-successes where everybody says that if you give just one last push will be a great success. One was tries once, twice, thrice. Then it should be obvious that this will be difficult to achieve. So I always advise my friend Rick Warren, "Do not tell me what you're doing, Rick. Tell me what you stopped doing." How
• fall organizations: "Make sure that the people I talk to understand your priorities. Where organizations fall is when they begin to wonder what he's working the head and invariably the answers are wrong. So the CEO should read "In this is what I'm concentrating." Then the CEO should ask his associates: "What are you concentrating?". Ask your partner: "You put this first on your priority list, why?". The reason may be right, but might also convince you that your reasons are good when they are not. So make sure you understand the priorities of your associates and then have that conversation, you feel and I write a brief note: "This is what I think we discussed. This is what I understood to decide. This is what I think you agree at this time. Finally, ask: "'What do you expect me to be able to meet your objectives?"

As always, Peter Drucker gives us some good ideas on effective leadership.