 Dear students, I welcome you in the course of leadership, emotional intelligence and decision making. This is module number 84 and we are going to talk about what makes an effective leader in terms of its practical implications. This article is written by Peter F. Drucker which is also known as father of modern management. Peter F. Drucker has given us certain ingredients to make the recipe for becoming effective executive. Now when we talk about becoming effective executive, remember that there are certain things we need to focus upon and those details would be discussed in more elaborative manner now. When we talk about becoming an effective executive, the first thing is that we should have the knowledge that you should be requiring to make the things good. You have to ask what needs to be done, what are the requirements of the stakeholders, what are the things we need to focus upon. Once you know what must be done, identify tasks you are best at and concentrating one at a time because multitasking is not something which is very appreciable. You should be able to set the hierarchy of priority and that hierarchy of priority should be executed as per planned. Second thing you need to know is ask what's right for the enterprise and obviously that should be in the right direction of their mission, vision and values and that should be according to the defined objectives. Don't agonize, this is a very important thing you need to understand. Don't agonize over what's best for owners, investor, employees or customers. The scenes that are right, that is very important to understand, the scenes that are right for your enterprise are ultimately right for all the stakeholders because we also need to see what are the stakeholders' concerns with the organization and until the stakeholders' concerns are understood, it would be difficult for us to decide what is actually right for the organization. Secondly, remember that when you are converting knowledge into action, you have to develop the action plans and these action plans are basically related to your plans which you have devised that specify desired results and constraints and in accordance with the organizational facility. For example, is the course of action legal and compatible? We need to check these two things because if there is any legal implication, then you will be responsible for it and the organization is going to suffer with it. So with the company's mission, values and policies, it is not against the policies. Secondly, take responsibility for decisions and when we talk about responsibility for decisions, remember and ensure that each decision specifies what is accountable because the answer is necessary for carrying it out when it must be implemented, who will be affected by it and who must be informed. So with all the stakeholders who are concerned with you, they should be informed accordingly which information will be required to them. Another important thing is talking about take responsibility for communicating and when you talk about responsibility for communicating, get input from suppliers, subordinates and peers on your action plan because with the 360 evaluation, we are able to understand when and how we are doing wrong or what we are doing right. And focus on opportunities. You have to promote your positivity rather than just thinking about problems because problem itself is not something to think about, rather you better focus upon the opportunities and the solutions which can solve problems. So you get results by exploiting the opportunities, not solving problems. Then match your best people with the best opportunities so that they can achieve their results better. Another important thing is that you have to ensure company-wide accountability. All of you are involved in that. You have to take a holistic view and a holistic perspective. For that purpose, you have to conduct productive meetings. And for productive meetings, remember that you have to articulate each meeting's purpose, making an announcement and delivering a report about the feedback and about the contents and about the details related to that particular meeting. Secondly, always remember that in meetings or generally in communication with the people, you have to inculcate the culture of we, which is promoted, rather than you should be focusing on I, which is not much appreciated. So your authority comes from your organization's trust in you. And this trust would always be built when you use the word we rather than focusing on just I. To get the best results, always consider your organization's needs and opportunities before your own. So until you can't make this priority, it would be difficult for you to continue becoming an effective executive. Dear students, we have just gone through the detail of all the factors that how we are going to make effective leaders. And obviously, those are the leaders which are working for an organizational facility. Now, if we conclude all this, then remember that you have to take everyone with you. And along with that, you will be able to walk when you focus upon all of us. You use the expression we rather than I. Secondly, your meetings, your objective definitions, your movement towards the right direction, all these things should be clear to you. Only then, as an effective leader, as an effective executive, you will be able to fulfill your role in an organizational facility. Thank you.