by Peter F. Drucker
An effective executive does not need to be a leader in the sense that the term is now most commonly used. Harry Truman did not have one ounce of charisma, for example, yet he was among the most effective chief executives in U.S. history. Similarly, some of the best business and nonprofit CEOs I've worked with over a 65-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious.
What made them all effective is that they followed the same eight practices:
The first two practices gave them the knowledge they needed. The next four helped them convert this knowledge into effective action.The last two ensured that the whole organization felt responsible and accountable.
Esta lista veicula diariamente uma história, preferencialmente engraçada (afinal, quem não gosta de uma boa piada?), ou uma citação. As histórias estão em inglês, e as palavras mais incomuns são comentadas. Dessa forma os alunos aprendem, todos os dias, duas ou mais palavras novas. Todos os dias. Em um ano esse pequeno esforço diário pode vir a fazer uma grande diferença.