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Executives who do not ask themselves: 'What can I contribute?' are not only likely to aim too low, they are likely to aim at the wrong things. Above all, they may define their contribution too narrowly.

Effective executives focus on outward contribution. They gear their efforts to results rather than to work. They start out with the question, 'What results are expected of me?'

Effective executives build on strengths - their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in the situation, that is, on what they can do. They do not build on weakness. They do not start out with the things they can't do.

Effective executives know where their time goes. They work systematically at managing the little of their time that can be brought under their control.

The meeting, the report or the presentation are the typical work situations of the executive. They are his specific, everyday tools. They also make great demands on his time - even if he succeeds in analysing his time and in controlling whatever can be controlled.

Effective executives concentrate on the few major areas where superior performance will produce outstanding results. They force themselves to set priorities and stay with their priority decisions.

Effective executives finally make effective decisions. They know that this is, above all, a matter of system - of the right steps in the right sequence. They know that an effective decision is always a judgment, based on 'dissenting opinions' rather than on 'consensus on the facts'. And they know that to make many decisions fast means to make the wrong decisions. What is needed are few, but fundamental, decisions. What is needed is the right strategy rather than razzle-dazzle tactics.