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Peter F Drucker - Managing Oneself  - a synopsis

Peter F Drucker - Managing Oneself - a synopsis



Peter F Drucker - Managing Oneself - a synopsis, Harvard Business Review, career management

Peter F Drucker - Managing Oneself - a synopsis, Harvard Business Review, career management



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    Peter F Drucker - Managing Oneself  - a synopsis Peter F Drucker - Managing Oneself - a synopsis Presentation Transcript

    • A synopsis from the original article published by Harvard Business Review Presentation © 2010 mindgap.in - http://mindgap.in Managing Oneself by Peter F. DruckerManaging Oneself – by Peter F Drucker
    • 2 Managing Oneself –  What are my strengths?  What should I contribute?  How do I perform?  Responsibility of  What are my values? relationships  Where do I belong?  Summary Originally published by Peter F. Drucker March-April 1999 Article © 1999 Harvard Business Review OnPoint 4444 Presentation © 2010 mindgap.in – http://blog.mindgap.in All Rights Reserved.Managing Oneself – by Peter F Drucker
    • 3 What are my strengths?  Know what you are good at. A person can perform only from Strengths. One cannot build performance on weaknesses, let alone something one can not do at all.  Feedback Analysis:  Feedback Analysis is the only way to identify your strengths.  Write down expected outcomes for your key decisions and actions. 9 to 12 months later, compare them with the results.  Action plan:  Put yourself where your strengths can produce results  Work to improve your strengths  Avoid intellectual arrogance – acquire skills as required  Remedy bad habits; have no lack of manners  Know what not to do – identify incompetence areas and avoid themManaging Oneself – by Peter F Drucker
    • 4 How do I perform?  As any personality trait – How a person performs is a given, just as what a person is good at or not good at.  Am I a “reader” or a “listener”?  A reader, like American president Kennedy or Sec McNamara, prefers reading reports before press meetings or discussions  A listener, e.g. president Roosevelt, likes facing it, and talking the matter out aloud instead of reading and writing  A reader can not fully become a listener – and vice versa  How do I learn?  A person may learn by reading, writing, doing, talking, listening to, or with a combination thereof  One must always employ the methods that work  Do not try to change yourself (too much) – instead, work harder to improve the way you performManaging Oneself – by Peter F Drucker
    • 5 What are my values?  The mirror test: Ethics require that you ask yourself, “What kind of person do I want to see in the mirror in the morning?”  Personal value system should be compatible with that of the organization’s. The typical conflicts to avoid are:  Organization’s commitment to new vs. old employees  Incremental improvements or risky “breakthroughs”  Emphasis on short-term results vs. long-term goals  Quality vs. Quantity and Growth vs. Sustenance  In other words, values are, and should be, the ultimate test for your compatibility with an organizationManaging Oneself – by Peter F Drucker
    • 6 Where do I belong?  Mathematicians, Musicians and Cooks are usually mathematicians, musicians and cooks by the time they are four or five years old  Highly gifted people must realize early where do they belong, or rather where do they not belong  Successful careers are not planned,  Successful careers develop when people are prepared for opportunities because they know their strengths, their method of work, and their values  Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performerManaging Oneself – by Peter F Drucker
    • 7 What should I contribute?  A knowledge worker’s quest on contribution involves:  What does the situation require?  Given my strengths, methods, and values, what is ‘the’ great contribution to what needs to be done?  What results have to be achieved to make a difference?  It is rarely possible to look too far ahead – 18 months should be planned to –  Achieve meaningful results and make a difference  Set stretched and difficult goals that are reachable  Gain visible and measurable outcome  Define course of action: What to do; where and how to start; and what goals, objectives and deadlines to setManaging Oneself – by Peter F Drucker
    • 8 Responsibility for relationships  Bosses are neither the ‘title’ on the Org chart nor the ‘function’ – to adapt to what makes the boss more effective is the secret of “managing the boss”  Working relationships are as much based on people as on work – co-workers are as much human and individuals as you are  Taking the responsibility of communicating how you perform reduces personality conflicts  Organizations are built on trust between people – not necessarily meaning that they like each other – but that they understand one anotherManaging Oneself – by Peter F Drucker
    • 9 Summary  In the knowledge industry,  Mostly, success is at best an absence of failure  Knowledge workers outlive the organizations  Knowledge workers are mobile, and may not stay put  The need to manage oneself is therefore creating a revolution in human affairs  Managing oneself requires new and unprecedented things from the individual – to the point where each knowledge worker thinks and behaves like a CEOManaging Oneself – by Peter F Drucker
    • 10Sources and further reading – Go to the detailed article on HBR website:  Managing Oneself (HBR Paperback) Go to Amazon.com for books by Drucker:  Author Peter F. Drucker on Amazon More on Drucker and his active life:  Peter F. Drucker – wiki biography Original article © 1999 Harvard Business Review Presentation © 2010 mindgap.in - http://blog.mindgap.in - All Rights Reserved.Managing Oneself – by Peter F Drucker