Sublime

The greatest wisdom not applied to action and behavior is meaningless data. The knowledge worker, therefore, must do something which a manual worker need not do. He must provide effectiveness.

Revisit Drucker—WHAT GETS MEASURED GETS MANAGED Measure compulsively, for as Peter Drucker stated, What gets measured gets managed. Useful metrics to track, besides the usual operational stats, include CPO (“Cost-Per-Order,” which includes advertising, fulfillment and expected returns, chargebacks, and bad debt), ad allowable (the maximum you can s

important, that is, on contributions and results, even though the criteria are not found in the flow of events.

The fewer people, the smaller, the less activity inside, the more nearly perfect is the organization in terms of its only reason for existence: the service to the environment.

“The art of management,” Grove wrote, “lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.”

All they have in common is the ability to get the right things done.

executive to the exclusion of his real tasks and his real effectiveness in the outside.

They must make sure that meetings are work sessions rather than bull sessions.