Executives are doers; they execute. Knowledge is useless to executives, until it has been translated into deeds. But before springing into action, the executive needs to plan his course. He needs to think about desired results, probable restraints, future revisions, check-in points, and implications for how he’ll spend his time.

The realities of the executive’s situation both demand effectiveness from him and make effectiveness exceedingly difficult to achieve. Indeed, unless executives work at becoming effective, the realities of their situation will push them into futility.

Executives are doers; they execute. Knowledge is useless to executives, until it has been translated into deeds. But before springing into action, the executive needs to plan his course. He needs to think about desired results, probable restraints, future revisions, check-in points, and implications for how he’ll spend his time.

The realities of the executive’s situation both demand effectiveness from him and make effectiveness exceedingly difficult to achieve. Indeed, unless executives work at becoming effective, the realities of their situation will push them into futility.

For every organization needs performance in three major areas: It needs direct results; building of values and their reaffirmation; and building and developing people for tomorrow. If deprived of performance in any one of these areas, it will decay and die.