“What Makes an Effective Executive” by Peter F. Drucker, in Harvard Business Review (June 2004), 60 Harvard Way, Boston, Mass. 02163.

The legendary management guru Peter Drucker has known a remarkable number of chief executives in his 65 years as a consultant, and he concludes that no single personality type characterizes the most effective of them. The best CEOs have “ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious.” But what they all had in common was adherence to eight simple rules:

1) Ask, “What needs to be done?”—not “What do I want to do?” The effective executives concentrated on the most urgent task (or, at most, on the two most urgent tasks). When it was completed, they didn’t move on to the next task on the list; they drew up a new list.

2) Ask, “What is right for the enterprise?”—not, “What is right for the owners (or the stock price, the employees, or the executives)?” A decision that is not right for the whole enterprise ultimately won’t be right for any of its stakeholders.

3) Develop action plans. But the plans should be statements of intention, not straitjackets, and they should be revised often.

4) Take responsibility for decisions. Make sure that everyone knows who’s affected, who needs to be informed, and who’s accountable. “One of my clients, 30 years ago, lost its leadership position in the fast-growing Japanese market because the company . . . never made clear who was to inform the purchasing agents” that its new partner defined specifications in meters and kilograms, not feet and pounds. Effective executives also review their decisions periodically, including those about hiring and promoting. When the latter decisions prove wrong, the executives should acknowledge that they, not the employees, are at fault—and then they should remove the employees from the positions.

5) Take responsibility for communicating. Share action plans with all colleagues, and ask for comments.

6) Focus on opportunities rather than problems. Problem solving, however necessary, merely prevents damage. Change brings opportunities, and exploiting opportunities produces results.

7) Run productive meetings, and recognize that follow-up activity is no less important than the meetings. Alfred Sloan (1875-1966), the longtime head of General Motors and “the most effective business executive I have ever known,” understood this well. It was through his postmeeting memos, summarizing the discussion and conclusions and spelling out any work assignments, that he made himself so outstandingly effective.

8) Think and say “we,” rather than “I.” The rule is not as simple as it sounds, and it needs to be strictly observed.

And one more rule (a bonus): Listen first, speak last.