書聲2020/劉敏捷
這本書在第1章的結(jié)尾處把書要表達的主要觀點都寫在了這5點內(nèi)刷晋。魯克認為冗澈。要做到卓有成效的管理者膊升，需要在以下5個方面進行修煉观蓄。
These are essentially five such practices—five such habits of the mind that have to be acquired to be an effective executive:
1、記錄時間管理時間该镣。
1.Effective executives know where their time goes.They work systematically at managing the little of their time that can be brought under their control.
科學管理就是泰勒同學抄著秒表 Measure出來的。這套方法對于知識管理者也有借鑒意義响谓。通過記錄损合，每天時間到底去哪了，可以發(fā)現(xiàn)那些沒有產(chǎn)生任何績效的時間去削減它娘纷，發(fā)現(xiàn)那些值得授權(quán)給他人做的嫁审、外包給其他人做的授權(quán)和外包出去。生物對時間的感知是非常不精確的赖晶。而知識工作者的時間公司最重要的資產(chǎn)律适。那以前記錄時間是需要有人幫忙或者是要自己花時間精力 Take the effort， 現(xiàn)在大家很多時間都花在手機上遏插，就可以直接看手機上的統(tǒng)計捂贿。將來甚至直接讓一個平衡車上面帶一個智能機器人，就可以精確的記錄胳嘲，每天時間都去哪兒了厂僧。
在里面有一個印象非常深刻的洞見就是知識工作者在組織里面越是高層，他的時間越難有大塊的空閑了牛，因為很多時候身不由己的會有很多事務(wù)性的工作颜屠、公司內(nèi)外同事/伙伴的關(guān)系處理和Disruption辰妙。就非常需要這些高層的知識工作者能夠每天抽出大塊的時間去思考公司里面重要的決策，尤其是與重要人事安排相關(guān)的決策甫窟。一旦匆匆的拍腦袋做出一個決策密浑，會對組織產(chǎn)生非常深遠的影響。而人的頭腦是非標品粗井，要非常多的權(quán)衡尔破，將不完美的人放到某個協(xié)作網(wǎng)絡(luò)中，幫他發(fā)揮長處補足不足背传。
2呆瞻、聚焦對外輸出貢獻
2.Effective executives focus on outward contribution.They gear their efforts to results rather than to work.They start out with the question，“What results are expected of me?”rather than with the work to be done径玖，let alone with its techniques and tools.
聚焦對外輸出貢獻痴脾，而非完成事務(wù)性的工作任務(wù)。創(chuàng)造價值不是由內(nèi)而外梳星，而是由外而內(nèi)的赞赖。對外才能做功，交換才能真正實現(xiàn)價值創(chuàng)造冤灾。也就是說要站在貢獻的視角前域，外部的視角，客戶的視角韵吨。不是自己有什么匿垄、做什么，大家而是為什么需要我归粉、需要我做些什么椿疗。比起時時刻刻的想“我想要什么？”糠悼，不如抽些時間來思考“What can I contribute?”届榄。
An executive who wants to be considered responsible for his contribution， has to concern himself with the usability of his “product”倔喂。從對外界貢獻的視角出發(fā)铝条，知識工作者有責任讓自己的產(chǎn)出對其他人有用、可用席噩、易用班缰。
Executives have good human relations because they focus on contribution in their own work and their relations with others. as a result, the relationships are productive. 知識工作者與其他人有良好關(guān)系，并不是因為他們表面上的態(tài)度友善和氣班挖。而是因為他們聚焦貢獻鲁捏，對他人有用。所以處關(guān)系不是表面上一起喝酒吃飯，而是相互賦能给梅。
3假丧、關(guān)注組織成員的優(yōu)勢長處。
3.Effective executives build on strengths—their own strengths动羽，the strengths of their superiors包帚，colleagues，and subordinates运吓；and on the strengths in the situation渴邦，that is，on what they can do.They do not build on weakness.They do not start out with the things they cannot do.
要達成非凡的目標拘哨，需要使用到所有可能的長處/優(yōu)勢谋梭。One has to use all the available strength. 可是現(xiàn)實中很多很多公司招人會愿意招沒有特別顯得短板/缺陷的人（各方面都不錯的人），因為公司中的職位設(shè)置的要求通常是中規(guī)中矩倦青∥痛玻。現(xiàn)實生活中更多的人是某些方面特別強（做某些事Uncommonly well.）产镐，其他方面卻很弱隘庄。
我們評估一個人的時候，通常強調(diào)批評與自我批評癣亚，而不是表揚與自我表揚丑掺。也就是擅長“發(fā)現(xiàn)”他人一些做得不好的地方，不是發(fā)現(xiàn)一個人工作中的亮點述雾。
4街州、要事優(yōu)先
4.Effective executives concentrate on the few major areas where superior performance will produce outstanding results.They force themselves to set priorities and stay with their priority decisions.They know that they have no choice but to do first things first—and second things not at all.The alternative is to getnothing done.
Doing one things at a time，and doing first thing first. 一次做一件事情玻孟，要事優(yōu)先菇肃。
Pick the future as against the past;
Focus on opportunity rather than on problem;
Choose your own direction—rather than climb on the bandwagon；and
Aim high取募，aim for something that will make a difference，rather than for something that is“safe”and easy to do.
5蟆技、有效決策
5.Effective executives玩敏，finally，make effective decisions.They know that this is质礼，above all旺聚，a matter of system—of the right steps in the right sequence.They know that an effective decision is always a judgment based on“dissenting opinions”rather than on“consensus on the facts.”And they know that to make many decisions fast means to make the wrong decisions.What is needed are few，but fundamental眶蕉，decisions.What is needed is the right strategy rather than razzle-dazzle tactics.
追求做少數(shù)數(shù)正確的決定砰粹，而不是迅速的作出決定。
Whenever one has to judge造挽，one must have alternatives among which one can choose.A judgment in which one can only say“yes”or“no”is no judgment at all.Only if there are alternatives can one hope to get insight into what is truly at stake. Unless one has considered alternatives碱璃，one has a closed mind. 做決策需要有備選項弄痹。被選項可以讓你洞察到那你選擇其中一個，意味著你要放棄哪些可能嵌器。
the right decision demands adequate disagreement. 正確的決策肛真，需要反對的聲音。
思考小問題：
1爽航、你會記錄自己的時間天都是怎么花的嗎蚓让？Why /Why not?
2、Making Strength productive發(fā)揚長處的道理似乎都懂讥珍，應(yīng)用的時候困難在什么地方历极？
3、德魯克這本《卓有成效的管理者》衷佃，完成于上個世紀趟卸。有沒有什么觀點是你不認同的，認為需要更新的纲酗？
