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Managing Oneself


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Managing Oneself

  1. 1. MANAGING ONESELF By Peter F. Drucker
  2. 2. Introduction <ul><li>Success in the knowledge economy comes to those who know themselves-their strengths, their values, and how they best perform </li></ul>
  3. 3. Overview <ul><li>History great achievers have always managed themselves. </li></ul><ul><li>That is what makes them great achievers </li></ul><ul><li>We will have to learn to manage ourselves </li></ul><ul><li>We will have to develop ourselves </li></ul><ul><li>We will have to place ourselves where we can make the greatest contribution </li></ul>
  4. 4. Overview- continuation <ul><li>We will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do. </li></ul>
  5. 5. Agenda <ul><li>What Are My Strengths? </li></ul><ul><li>How Do I Perform? </li></ul><ul><li>What Are My Values? </li></ul><ul><li>Where Do I Belong? </li></ul><ul><li>What Should I Contribute? </li></ul><ul><li>Responsibility For Relationships </li></ul><ul><li>The Second Half Of Your Life </li></ul>
  6. 6. Vocabulary <ul><li>Self-efficacy : believe in one’s ability to do a task </li></ul><ul><li>Self-monitoring : observing one’s own behavior and adapting it to the situations. </li></ul><ul><li>Social Cognitive Theory : version of the Social Learning Theory presented by Bandura (Standford Psychologist), that postulate that there are dynamic relationships among personal factors, the social and physical environment, and behavior (Bandura, 1986) </li></ul><ul><li>A person can be both an agent for and a respondent to change. </li></ul>
  7. 7. What Are My Strengths? <ul><li>It is easier to know what we are not good at- than to know what are we good at. </li></ul><ul><li>A person can perform only from strength </li></ul><ul><li>Discover your strengths through feedback analysis. </li></ul><ul><li>Whenever you make a decision, write down what you expect will happen. One year later, compare the actual results with your expectations </li></ul>
  8. 8. Strategy <ul><li>Concentrate in your strengths (put yourself where your strengths can produce result) </li></ul><ul><li>Work on improving your strengths (improve your skills or adquire new ones) </li></ul><ul><li>Discover where your intellectual arrogance is causing disabling ignorance and overcome it (remedy your bad habits) </li></ul>
  9. 9. How Do I Perform? <ul><li>Different people work and perform differently </li></ul><ul><li>Too many people work in ways that are not their ways. </li></ul><ul><li>How one performs is unique: matter of personality </li></ul><ul><li>Just as what a person is good at or not good at is a given. </li></ul>
  10. 10. How Do I perform? –cont. <ul><li>Am I a reader or a listener? </li></ul><ul><li>How do I learn? </li></ul><ul><li>Work hard to improve the way you perform (do not try to change yourself) </li></ul>
  11. 11. What Are My Values? <ul><li>Use the mirror test </li></ul><ul><li>Value system of an organization and yours </li></ul><ul><li>Organizations, like people, have values </li></ul><ul><li>To be effective in an organization, a person’s values must be compatible with the organization’s values (not the same but close enough to coexist) </li></ul>
  12. 12. Where Do I Belong? <ul><li>Or where I do not belong… </li></ul><ul><li>A big or a small organization? </li></ul><ul><li>“Yes, I will do that” </li></ul><ul><li>If I am not a decision maker I should have learned to say no to a decision maker assignment. </li></ul><ul><li>When we answer to to the three previous questions, I can and should decide where I belong. </li></ul>
  13. 13. What Should I Contribute? <ul><li>What does the situation requires? </li></ul><ul><li>Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? </li></ul><ul><li>What results have to be achieved to make a difference? </li></ul><ul><li>A plan can usually cover no more than 18 months and still be reasonable clear and specific </li></ul>
  14. 14. What Should I Contribute? Cont. <ul><li>Where and and how can I achieve results that will make a difference within the next year and half? </li></ul><ul><ul><li>The results should be hard to achieve, but also they should be within reach </li></ul></ul><ul><ul><li>The results must be meaningful (they should make a difference) </li></ul></ul><ul><ul><li>Results should be visible and, if at all possible, measurable. </li></ul></ul>
  15. 15. Responsibility For Relationships <ul><li>First is to accept the fact that other people are as much individuals as you yourself are. </li></ul><ul><li>Taking responsibility for communication </li></ul><ul><ul><li>Today the great majority of people work with others who have different tasks and responsibilities. </li></ul></ul>
  16. 16. The Second Half Of Your Life <ul><li>Managing oneself increasingly leads one to begin a second career: </li></ul><ul><ul><li>Start one (move to another organization </li></ul></ul><ul><ul><li>Develop a parallel career </li></ul></ul><ul><ul><li>Social entrepreneurs (another activity, usually a nonprofit) </li></ul></ul><ul><li>People who manage the second half of their lives may always be a minority </li></ul><ul><ul><li>The majority may “retire on the job” </li></ul></ul>
  17. 17. <ul><li>Prerequisite: </li></ul><ul><li>Begin long before you enter the second half of your life! </li></ul>The Second Half Of Your Life
  18. 18. Conclusions: <ul><li>Managing oneself requires new and unprecedented things from the individual, and specially from the knowledge worker </li></ul><ul><li>Managing oneself requires that each knowledge worker think and behave like a chief executive officer </li></ul><ul><li>Knowledge workers outlive organizations, and they are mobile. </li></ul>
  19. 19. Where to Get More Information