MANAGING ONESELF FILETYPE PDFJuly 31, 2020
These are my notes from Managing Oneself by Peter F. Drucker. Drucker was an Austrian-born American management consultant, educator. Self-management skills. “the ability to make wise choises to achieve a fruitful and joyous life”. Self-management skills. What do we mean by self-management?. “A true skeptic of most management fixes, I have to say David’s program is a . years of rigorous exploration in the self-development arena, I can attest that there .
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The world of today is full of unprecedented opportunities. Drucker expounds how you can achieve true and lasting excellence by operating from a combination of your strengths and self-knowledge. To cultivate a deep understanding of yourself you need to ask managinng five fundamental questions:. Drucker describes how you can build a life of excellence in a world full of unprecedented opportunities.
Lessons from Managing Oneself
The main idea behind it is simple: Focus on your strengths and cultivate a deep understanding of yourself. You need to learn more maaging yourself than mere insights into your strengths and weaknesses. You also need to oneaelf how you learn, how you work with others, what your values are, and where you can make the greatest contribution.
Only then will you achieve true and lasting excellence. To discover your strengths, you need to use feedback analysis. Every time you make a key decision or take a key action, write down what you expect will happen. Practiced consistently, the method will show you where your strengths lie and will also ineself what you are doing or failing to do that deprives you of the full benefits of your strengths.
What results are you skilled at generating? What abilities do you need to enhance in order to get the results you want? What unproductive habits are preventing you from creating the outcomes you desired? Instead, concentrate on — and build filetyps — your strengths.
Surprisingly few people know how to get things done. Instead, focus on working hard to improve the way you perform. To know how you perform, you need to understand accurately in what ways you work best.
Do you process information most effectively by reading it, or by hearing others discuss it? Do you accomplish the most by working with other people, or by working alone?
Do you perform best while making decisions, or while advising others on key matters? Are you in top form when things get stressful, or do you function optimally in a highly predictable environment? To be able to manage yourself, you have to ask yourself: What are my values?
An organization also has kanaging. If you work in an organization whose value system is unacceptable or incompatible with yours, your career will likely be marked by frustration and poor performance. Values, in other words, are and should be the ultimate test. A small number of people know very early where they belong. Most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties. To know oheself you belong, you need to consider your strengths, preferred work style, and values.
Based on these qualities, in what kind of work environment would you fit in best? Throughout history companies have told their business people what their contribution should be. Today, you have choices.
But with choice comes responsibility. The challenges of managing oneself may seem obvious, if not elementary.
Managing Oneself by Peter F. Drucker
But managing oneself requires new and unprecedented things maanaging the individual, and especially from the knowledge worker. In effect, managing oneself demands that each knowledge worker thinks and behaves like a Chief Executive Officer.
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