1 Managers must be effective. To be effective, is the job of the executive.

2 "Knowing your time" is an effective way as long as you are willing. "know: thy: time" if he wants to, and be well on the road towards contribution and effectiveness.

3 fruitful can be learned. Effectiveness can be learned.

4 Being effective is a habit and a synthesis of continuous training. Effectiveness is a habit; That is a complex of practices.

5 A person who values contribution and is responsible for results, no matter how humble his position, still belongs to the "top manager". The man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, "top management".

6 Who must use my output to make it effective? Who has to use my output for it to become effective?

7 Effective managers must tolerate people's shortcomings while employing their strengths. The effectiveness executive knows that to get strength one has to put up with weakness.

8 Effective managers focus on opportunities, not problems. They focus on opportunity in their staffing-not on problems.

9 We should know how to use the strengths of our superiors, which is the key to the fruitful work of our subordinates. Making the strength of the boss productive is a key to the subordinate's own effectiveness.

1 Effective managers will conform to their own habits and will not force themselves. The effective executive tries to be him self, he does not preent to be someone else.

11. Effective managers insist on doing important things first, and only do one thing well at a time. They concentrate on their own time and energy as well as that of their organization-on doing one thing at a time, and on doing first things first.

12. A specific task of managers is to put today's resources into creating the future. To commit today's resources to the future.

13. Effective managers plan to do a new business, and must first delete an original business. The effective executive will slough off an old activity before he starts on a new one.

14 "concentration" is a kind of courage, daring to decide what to do and what to do first. Concentration-that is, the courage to impose on time and events his own decision as to what really matters and comes first.

15 Effective managers don't make too many decisions. What they do is all important decisions. Effective executives do not make a great many decisions.: They concentrate on the important ones. < P > 16 Effective managers need the effect of decision-making, not the skills of decision-making; What is important is a good decision, not a clever one. They want to impact rather than skill, they want to be sound rather than clever.

17 Effective decision makers should first identify the nature of the problem: Is it a recurring problem or an accidental exception? The first question the effective decision-maker asks is：“Is this a generic situation or an exception？”

18. It depends on what "proper decision" is, not what "people can accept" is. One has to start out with what is right than what is acceptable.

19 We should incorporate actions into decision-making, otherwise it will be an armchair strategist. A decision will not be because effective never the action commitments have been built into the decision from the start.

2 Effective managers know that a decision does not start with collecting facts, but has their own opinions first. People do not start out with the search for facts,they start out with an opinion.