Tygorn There are two ideas in this book: To be effective you have to know the strengths, the performance modes and the values of your coworkers. If you work in an maanging whose value system is unacceptable or incompatible with yours, your career will likely be marked by frustration and poor performance. They love their work, but it no longer challenges them. Practical and to the point. Try to figure who you are. The explanation for above is that writers do not, as a rule, learn by listening and reading.
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Managing Oneself Peter F. Drucker Also available in audiobook: Download our app for free listening. Why should you be any different? Drucker, the founder of modern management, offers a few guidelines that should help you lay down the framework for your understanding of yourself.
So, get ready to learn how to determine and develop your strengths so that you can find your place in this world and make a valuable contribution!
What are my strengths? Most people know their weaknesses much better than they know their strengths. One cannot build performance on weaknesses, let alone on something one cannot do at all.
And the best way to do this is through feedback analysis. About a year later, you compare the actual results to your expectations. Practiced consistently, this simple method should reveal to you — in a fairly brief period say, two or three years — several important things: 1 where your strengths lie; 2 what you are doing — or failing to do — that deprives you of the full benefits of your strengths; 3 where you are not particularly competent; 4 where you have no strengths and cannot perform.
Because discovering your strengths and everything related to them is merely the beginning of your journey. Now, you need to put them into action. To do so: Put yourself where your strengths can produce results; for example, if you are good at drawing, try to become a designer and not a software engineer. Work on improving your strengths. There will certainly be gaps in your knowledge: try to fill them. Finally, try, in your free time, to remedy your bad habits, i.
How do I perform? And yet, amazingly, most of us work in ways that are not our ways — and that almost certainly guarantees nonperformance. Whatever they tell you, how one performs is not a matter of method, but a matter of personality. In other words, it is much more related to genes than to books: one can modify their way of performing, but to completely change it is utterly unlikely.
To discover them about yourself, you first need to answer the following two questions: Am I a reader or a listener? Take, for example, the case of Dwight Eisenhower. Roosevelt and Harry Truman — were the right ways. Lyndon Johnson made the opposite mistake: a born listener — and hence, a successful parliamentarian — he superseded a great reader, John F.
Kennedy, but out of respect kept his staff of writers. How do I learn? Though schools everywhere are organized on the assumption that there is only one right way to learn, there are probably half a dozen.
Some people, for example, learn by writing, others by listening; a third group learns by reading, and yet a fourth one by doing things. This is the reason why some great men, such as Winston Churchill or Thomas Edison, performed poorly at school: simply put, they learned things in a way not encouraged by traditional education.
You probably already know how you learn best — now, start acting on this knowledge. There are a few others as well, such as: Do I work well with people, or am I a loner? Do I produce results as a decision-maker or as an adviser? Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? Whatever the answers, do not try to change yourself — instead, work hard to improve the way you perform.
And try not to take on work you cannot perform or will only perform poorly. What are my values? One day he was offered a promotion: a coveted and much better-paid job as an asset manager. The work clearly fit his strengths, and everybody knew he was able to perform it well.
Now, work toward it. Where do I belong? For example, if you determine that you are not capable of performing well in a big organization, by definition, you do not belong in one. Some people — such as mathematicians, athletes, musicians, cooks, or physicians — usually know where they belong very early in their lives. If you are like most people, however, you will probably be unable to answer this question until you are at least well past your mid-twenties.
What should I contribute? Until a century ago, the majority of people never had to ask themselves this question: most were simply told what to contribute, and either their jobs or masters dictated their tasks.
Nowadays, the opposite seems to be true: no one wants to be told what to do any longer. Everybody wants to do their own thing. Drucker says the latter is just as wrong as the former: we live in a society, which means that personal success and self-fulfillment often depend on involvement and contribution. To discover what should you contribute, you must ask yourself — and give honest answers — to the following three questions: What does your situation require? Given your strengths, your way of performing, and your values, how can you make the greatest contribution to what needs to be done?
And finally, what results have to be achieved to make a difference? Since things move pretty fast nowadays, it makes no sense to plan ten or even five years ahead.
Instead, your plan should usually cover no more than 18 months. Second, the results should be meaningful and should make a difference. Finally, they should be visible and, if possible, measurable. Most people work with others and are effective with other people especially today.
As a consequence, taking responsibility for relationships is not merely an absolute necessity — it is nothing short of duty. We owe this responsibility to our coworkers — those whose work depends on our contributions, as well as those on whose contributions our own work depends.
Taking responsibility for relationships has two parts. Meaning: each will necessarily work their way — which is most probably not your way.
The second part of relationship responsibility is communication. Most of the time, personality conflicts arise from misunderstandings, not from incompatibilities. And the reason for all these mix-ups is that most people in an organization are afraid of asking things. The second half of your life Today, most work is knowledge work, and knowledge workers are, understandably, bored after 40 years on the same job.
Since they are still likely to face at least two decades of work, managing oneself in the 21st century increasingly leads one to have a second career. There are three ways to start one: Forcing a move from one organization to another; Developing a parallel career, usually by working part-time in a nonprofit organization.
Becoming a social entrepreneur. And you might need to — so you can deal with boredom or other kinds of crises. Simple, no-nonsense, applicable.
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Managing Oneself Peter F. Drucker Also available in audiobook: Download our app for free listening. Why should you be any different? Drucker, the founder of modern management, offers a few guidelines that should help you lay down the framework for your understanding of yourself. So, get ready to learn how to determine and develop your strengths so that you can find your place in this world and make a valuable contribution! What are my strengths? Most people know their weaknesses much better than they know their strengths.
MANAGING ONESELF FILETYPE PDF
Tera Filehype, focus on working managign to improve the way you perform. Most of these arise from the fact that people do not know what other people are doing and how they do their work, or what contribution the other people are concentrating on and what results they expect. I recommend skimming through it. Jan 15, Sonita Soth rated it liked it. Jul 15, Scott Maclellan rated it it was amazing. Want to Read saving…. He advocates many of the management principles that are brought to light again in new forms, e.