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Peter F Drucker - Managing Oneself - a synopsis



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Peter F Drucker - Managing Oneself - a synopsis

  1. 1. A S Y N O P S I S F R O M T H E O R I G I N A L A R T I C L E P U B L I S H E D B Y H A R V A R D B U S I N E S S R E V I E W P R E S E N T A T I O N © 2 0 1 0 - 2 0 1 7 H T T P : / / M I N D G A P . I N A L L R I G H T S R E S E R V E D
  2. 2. MANAGING ONESELF – Article © 1999 Harvard Business Review OnPoint 4444 Published by Peter F. Drucker March-April 1999 M A N A G I N G O N E S E L F – B Y P E T E R F D R U C K E R 2  What are my strengths?  How do I perform?  What are my values?  Where do I belong?  What should I contribute?  Responsibility of relationships  Summary Presentation © 2010-2017 ALL RIGHTS RESERVED
  3. 3. WHAT ARE MY STRENGTHS? Feedback Analysis:  Feedback Analysis is the only way to identify your strengths.  Write down expected outcomes for your key decisions and actions. 9 to twelve 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 them M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 3 Know what you are good at – A person can perform only from strengths. One cannot build performance on weaknesses, let alone something one cannot do at all.
  4. 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, such as the US President Kennedy or Secretory McNamara, prefers educating oneself by reading reports before press meetings and discussions  A listener, such as the US President Roosevelt, likes to face it and talking the matter out aloud instead of preparatory reading or 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 a combination thereof  One must always employ the methods that work M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 4 Do not try to change yourself too much – instead, work harder to improve the way you perform
  5. 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 M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 5 In other words, values are, and should be, the ultimate test for your compatibility with an organization
  6. 6. WHERE DO I BELONG? 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 performer M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 6 Mathematicians, Musicians and Cooks are usually – mathematicians, musicians and cooks by the time they are four or five years old…
  7. 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 that I can make to what needs to be done? • What results have to be achieved to make a real difference? It’s 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 M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 7 Define the course of action – What to do; where and how to start; and what goals, objectives, deadlines to set
  8. 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 M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 8 Organizations are built on trust between people – not necessarily meaning that they like each other – but that they understand one another
  9. 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 M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 9 Managing oneself requires new and unprecedented things from the individual – to the point where each knowledge worker thinks and behaves like a CEO
  10. 10. M A N A G I N G O N E S E L F – B Y P E T E R D R U C K E R 10 Sources and further reading – Go to the detailed article on HBR website: Managing Oneself (HBR Paperback) Go to 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 © 2010-2017 - - All Rights Reserved