To be an effective executive, one does not need to be a good leader. As Drucker explains, some leaders are stereotypes, reclusive, extroverted, controlling and easy going but still make effective executives (Drucker, 2004). What makes leaders’ effective executives is the ability to gain knowledge, act on the knowledge to generate effective actions and then make the whole organization feel accountable and responsible. Being an effective executive requires one to follow some steps.

To be effective, an executive needs to acquire the knowledge needed. One has to consider what the organization needs to do and not what the executive needs to do. Involving the whole organization is significant for success. With the knowledge, an executive should develop an action plan. Knowledge is useless without action. An action plan should have desired results, how to achieve the desired results and an assessment system (Drucker, 2004). With the action plan in place, it is now time to take the real action. For an effective executive, it is significant to consider some factors in this stage. An effective executive should take responsibility for communication, decisions and focus on opportunities rather than problems. However, other employees should be involved in the making of crucial decisions that affect them.

A crucial element of being an effective executive is thinking as “we” and not as “I.” The responsibilities of the executive cannot be delegated or shared since an executive has the organization trust.  With such a heavy burden on them, executives focus on the needs of the organization before focusing on their personal needs. Anyone can be an effective executive no matter one’s personality, strengths, weakness, beliefs or values. An effective executive is one who gets the right things done for the benefit of the organization. Just like discipline, effectiveness can be learned and earned (Kombarakaran et al., 2008).

As a physician in an elderly care center, the main responsibility of care lies with me. It is my responsibility to make sure that the care center operates smoothly regarding managing patient’s care effectively. Though other medical practitioners such as registered nurses, pharmacists, and physician assistants are there to help, the responsibility of the physician cannot be delegated. The whole center has bestowed its’ trust on me as the physician, and so any executive problems are organizational problems (Swayne et al., 2012). The article is applicable in this case. I do not need to be easy going or controlling to make the center effective rather I just need to learn how to be an effective executive. By following the eight steps attributed by Drucker, I will be able to manage the center effectively and make all the other employees feel responsible. A good example is that if I make credible decisions and communicate them effectively to other employees thus achieving quality health care outcomes, the employees will feel responsible for the quality health care but in the real sense, it was my decisions that got us there. When the executive thinks as on behalf of the whole center, then the whole organization is responsible for the results (Mitchell et al., 2012). If the executive is not effective, then the whole organization is not effective.

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