Managing Oneself / Peter F. Drucker
1. What are my strengths?
> A person can perform only from strength. (p 2)
> Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. (p 3)
> Several implications for action follow from feedback analysis. (p 5)
- Concentrate on your strengths.
- Work on improving your strengths
- Discover where your intellectual arrogance is causing disabling ignorance and overcome it.
> One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. (p 9)
2. How do I perform?
- Am I a reader or a listener?
- How do I learn?
- By writing
- By doing
- By hearing yourself talk
- Do I work well with people or am I a loner?
- Am I a decision-maker or 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?
3. What are my values?
> To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to nonperformance. (p 24)
4. Where do I belong?
> But most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties. By that time, however, they should know the answers to the three questions: What are my strengths? How do I perform? and, What are my values? And then they can and should decide where they belong. (p 31)
5. What should I contribute?
- What does the situation require?
- Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done?
- Where and how can I achieve results that will make a difference within the next year and a half?
- The results should be hard to achieve-they should require “stretching.”
- The results should be meaningful.
- The results should be visible, and if at all possible, measurable.
6. Managing yourself requires taking responsibility for relationships.
- Accept that other people are as much individuals as yourself are.
- Take responsibility for communication.
7. The second half of your life
There are three ways to develop a second career.
- First, actually start one.
- Second, develop a parallel career.
- Third, there are social entrepreneurs.