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First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
First things first
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First things first

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  • Upward contribution, ceo reporting to…. Downward, coaching and mentoring to staff, motivating staff
  • Slough = discard, theres should be a process…effective executives periodically review programs and ask “ if we did not already do this, would we go into it now”?unless the answer is unconditional “yes” they drop the activity right there and then. Effective executives would ensure that no more resources are being invested in the no longer productive past. And those first class resources of human strength which are engaged in these tasks of yesterday are immediately pulled out and put to work on the opportunities of tomorrow. SAP for example, the set up….. 2. PERVASIVE IN THE GOVERNMENT…ATTENDED AN ECONOMIST AT MARRIOT, HE MENTIONED OF GOVERNMENT INITIATIVES, MANDATED IN THE CONSTITUTION THAT ARE PREVENTING OUR COUNTRY TO BE PRODUCTIVE…NO FOREIGNER CAN OWN EVEN A SINGLE STOCK IN OUR EDUCATIONAL STABLISHMENTS, NO FOREIGNER CAN OWN LAND, CAN BUY STOCKS ON OUR TELECOMS, NO INVESTMENTS CAME IN, SUPPOSED WE GAVE FOREIGNERS RIGHT TO OWN FEW (OF COURSE IT IS NOT WITHOUT RESTRICTION BECAUSE IF WITHOUT LIMIT, CHINA CAN EASILY BUY THE PHILIPPINES, EHHEHEHE)…THERES A NEED TO AMMEND SOME REVISIONS IN THE CONSTITUTION, AND P NOY AS OUR NEW LEADER SHOULD LOOK INTO IT
  • Transcript

    • 1. 3 2 4 5 6 7 1 8 9 FIRST THINGS FIRST - Peter Drucker 1
    • 2. <ul><li>If there’s any one secret of effectiveness, it is </li></ul>CONCENTRATION <ul><li>Effective executives do first things first and they do one thing at a time. </li></ul>2
    • 3. <ul><li>We rightly consider keeping many balls in the air a circus stunt. Yet even the juggler does it only for ten minutes or so. If he were to try doing it longer, he would soon drop all the balls. </li></ul>3
    • 4. Concentration is necessary precisely because the executive faces so many tasks clamoring to be done. For doing one thing at a time means doing it fast. The more one can concentrate time, effort, and resources, the greater the number and diversity of tasks one can actually perform. 4
    • 5. 1 st RULE FOR THE CONCENTRATION OF EXECUTIVE EFFORTS: <ul><li>SYSTEMATICALLY SLOUGH OFF THE PAST THAT HAS CEASED TO BE PRODUCTIVE </li></ul>5
    • 6. A fruit tree grows stronger and fuller when it is pruned periodically. 6
    • 7. <ul><li>TRADITIONAL assumption: </li></ul><ul><li>“ All programs outlive their usefulness fast and should be scrapped unless proven productive and necessary.” </li></ul>“ All programs last forever unless proven to have outlived their usefulness.” <ul><li>Should rather be: </li></ul>7
    • 8. <ul><li>The executive who wants to be effective and who wants his organization to be effective polices all programs, all activities, all tasks. </li></ul><ul><li>He always asks: </li></ul>IS THIS STILL WORTH DOING? 8
    • 9. <ul><li>TODAY, is always the RESULT of actions and decisions taken yesterday. </li></ul><ul><li>It is the executive’s job to commit today’s resources to the future. </li></ul>9
    • 10. Priorities Posteriorities and 2 ND RULE FOR THE CONCENTRATION OF EXECUTIVE EFFORTS: 10
    • 11. <ul><li>There are always more productive tasks for tomorrow than there is time to do them and more opportunities than there are capable people to take care of them - - not to mention the always abundant problems and crises. </li></ul>11
    • 12. <ul><li>A decision therefore has to be made as to which tasks deserves priority and which are of less importance </li></ul><ul><li>The only question is which will make the decision - - the executive or the pressures </li></ul>12
    • 13. DIFFICULTY of setting “Posteriorities” – that is deciding what tasks not to tackle and of sticking to the decision. Giving one task a posteriority can be very risky because what one has relegated may turn out to be the competitor’s triumph. 13
    • 14. <ul><li>TIMING is a most important element in the success of any effort. </li></ul><ul><li>to do five years later what it would have been smart to do five years earlier is almost a sure recipe for frustration and failure. </li></ul>14
    • 15. <ul><li>COURAGE </li></ul><ul><li>and not intelligent analysis is the most important thing about priorities and posteriorities. </li></ul><ul><ul><li>Pick the future as against the past </li></ul></ul><ul><ul><li>Focus on opportunity rather than on problem </li></ul></ul><ul><ul><li>Choose your own direction – rather than climb on the bandwagon; and </li></ul></ul><ul><ul><li>Aim high, aim for something that will make a difference, rather than for something that is “safe” and easy to do. </li></ul></ul>15
    • 16. <ul><li>CONCENTRATION – that is, the courage to impose on time and events his own decision, as to what really matters and comes first – is the executive’s only hope of becoming the master of time and events instead of their whipping boy. </li></ul>16
    • 17. T H A N K Y O U ! 17

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