Business book summaries in sixty seconds that busy professionals can consume in spare time between meetings, during the commute, or at the end of a day.
Executive Summary by Product CEO
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5 episodes
Updated Daily
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Podcast Overview
Business book summaries in sixty seconds that busy professionals can consume in spare time between meetings, during the commute, or at the end of a day.
Language
🇺🇲
Publishing Since
6/22/2020
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Recent Episodes
September 8, 2020
Maximizing the Strength of Employees from The Effective Executive by Peter Drucker
<h2><strong>Mediacast</strong></h2> <p>Listen on <a href="https://podcasts.apple.com/us/podcast/executive-summary-by-product-ceo/id1519708164">Apple Podcast</a>, <a href="https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy8xMmY4NGVkOC9wb2RjYXN0L3Jzcw==">Google Podcast</a>, <a href="https://open.spotify.com/show/3bToknu4Z5PQBWM3eAV6Xp">Spotify</a>, or <a href="https://www.youtube.com/channel/UCrTVygBExdjc8xI50DGib1w">Youtube</a>.</p> <h2><strong>Transcript</strong></h2> <p>Organization is a means of multiplying the strength of an individual.</p> <p>A lone entrepreneur who is good at finance but bad at marketing is likely to get in trouble.</p> <p>A large business can easily make productive a man who has true strength in finance alone.</p> <p>Average is a meaningless metric in personnel management. (For example, average lost time accidents per hundred employees).</p> <p>Whoever tries to staff an organization to avoid weakness will end up at best with mediocrity.</p> <p>The job that fails two people in succession, even though each had performed well in previous assignments, must be assumed unfit for human beings.</p> <p>The job must be redesigned.</p> <p>The executive must also bring the strength out of himself.</p> <p>The effective executive asks himself, “What are the things that I seem to be able to do with relative ease, while they come rather hard to other people?”</p>
September 1, 2020
Executive Challenges and Making Decisions from The Effective Executive by Peter Drucker
<h2><strong>Mediacast</strong></h2> <p>Listen on <a href="https://podcasts.apple.com/us/podcast/executive-summary-by-product-ceo/id1519708164">Apple Podcast</a>, <a href="https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy8xMmY4NGVkOC9wb2RjYXN0L3Jzcw==">Google Podcast</a>, <a href="https://open.spotify.com/show/3bToknu4Z5PQBWM3eAV6Xp">Spotify</a>, or <a href="https://www.youtube.com/channel/UCrTVygBExdjc8xI50DGib1w">Youtube</a>.</p> <h2><strong>Transcript</strong></h2> <p>No matter how individually talented, the executive is effective only if and when others in the organization make use of what he contributes.</p> <p>It takes his knowledge and uses it as the resource, the motivation, and the vision of other knowledge workers.</p> <p>Often, the executive needs to influence people over whom he has no direct control in order to deliver impact.</p> <p>They are people in other areas, people who are sideways in the organization, or his superiors.</p> <p>A decision making process consists of asking questions, forming hypotheses, and validating answers through experiments.</p> <p>The effective executive encourages diverse opinions which become the hypotheses to test.</p> <p>Unless alternatives have been explored, one has a closed mind.</p> <p>Effective decision makers thus promote dissension and disagreement rather than consensus.</p> <p>If everyone thinks an idea is a good idea, the group is likely suffering groupthink.</p>
June 28, 2020
Managing Time from The Effective Executive by Peter Drucker
<p><strong>Mediacast</strong></p> <p>Listen on <a href="https://podcasts.apple.com/us/podcast/executive-summary-by-product-ceo/id1519708164" rel="noreferrer noopener" target="_blank"><u>Apple Podcast</u></a>, <a href="https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy8xMmY4NGVkOC9wb2RjYXN0L3Jzcw=="><u>Google Podcast</u></a>, <a href="https://open.spotify.com/show/3bToknu4Z5PQBWM3eAV6Xp" rel="noreferrer noopener" target="_blank"><u>Spotify</u></a>, or <a href="https://www.youtube.com/channel/UCrTVygBExdjc8xI50DGib1w" rel="noreferrer noopener" target="_blank"><u>Youtube</u></a>.</p> <p><strong>Transcript</strong></p> <p>An executive is a captive of his organization. Everyone can and will move in on his time.</p> <p>If executive lets the flow of events determine what he does, he will flitter himself away “operating”.</p> <p>Effective executives do not start with tasks. They start with time.</p> <p>They do not start with planning. They start by finding out where their time actually goes.</p> <p>Then they attempt to cut back unproductive demands on their time.</p> <p>Time is a unique resource. (On the contrary, money is actually quite plentiful.)</p> <p>The effective executive asks his team members, without being afraid to hear the truth, <br> “What do I do that wastes your time?”</p> <p>The effective executive focuses on contribution. There are always more important contributions to be made than there is time available to make them.</p> <p>Every executive knows nothing ever goes right. The unexpected always happens. Effective executive allows a fair margin of time beyond what is actually needed.</p> <p>Thus, the first step toward effectiveness is a procedure: record where the time goes, eliminate unnecessary time-wasters, then focus on contributions.</p>
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