To lead in any capacity you need to make decisions in an efficient manor. You need to assess a situation and make a determination as to what needs to be done often with little information. One of the key distinctive of leadership is the willingness to make a decision even under adverse conditions.
Only executives make decisions. Indeed, to be expected—by virtue of position or knowledge—to make decisions that have significant impact on the entire organization, its performance, and results defines the executive. Effective executives, therefore, make effective decisions.
Drucker, Peter F.
Everyone is a leader. The first and most important person we each lead is ourselves. Those who lead themselves well often end up leading others. To lead others well you must learn how to identify and bolster the strengths of those you lead. In the Effective Executive, Drucker address the concept of leading others well by recognizing and developing the strengths they posses.
When leading people in your organization in such a way that you develop their strengths Drucker prescribes four basic rules.
1. Create a job that can be done. Far to many organizations and churches create a job that only a genius can fill and only a savant can accomplish. We want the perfect person sometimes to our own fault.
Drucker says He knows that the test of organization is not genius. It is its capacity to make common people achieve uncommon performance.
Drucker, Peter F. (2009-10-06). The Effective Executive (Harperbusiness Essentials) (p. 80). HarperCollins. Kindle Edition.
2. The job needs to be demanding and big. This does not contradict point one but is a further clarification of it. If you want uncommon people to do uncommon things to use and develop their strengths that will only happen through intentional clarity. You don’t grow someones strengths by being vague and grandiose but by creating a position that forces them to grow and learn in the confines of organizational and positional clarity.
Rereading “The Effective Executive” by Peter Drucker the thing that I keep coming back to is what he says about the difference between manual workers and knowledge workers.
Drucker says manual workers are concerned with being efficient, knowledge workers must be consumed with being effective.
The one thing that will make me a more effective leader is asking myself “Am I being efficient or am I being effective.”
Efficiency is doing things right; effectiveness is doing the right things.
Effectiveness is a byproduct of doing the right things.
As a boss am I asking for effectiveness and rewarding efficiency?As a parent am I efficient with my time more than effective with my convictions?
As a husband do I effectively listen to my wife or efficiently listen?
As a follower of Christ am I efficient in my love of others or am I effective?