Peter Drucker is considered the “Father of Management.” He has had a tremendous influence on people like Tony Robbins, Stephen Covey and many more. He has also had a positive on my life, and hopefully his thoughts will also positively impact your life.
Managing Oneself is a small excerpt published by Harvard Business review, but Peter challenges his readers by asking thought-provoking questions that can take you along a path of self-discovery.
Below the quotes I found most impactful, with the bolded quotes being my favorite. To maximize the value you receive out of this book, I challenge you to reflect on the questions Peter presents in the reading. Enjoy!!!
***Disclaimer: I do not claim to own any of the content below. All rights are reserved to Peter F. Drucker and Harvard Business Review.***
We will have to place ourselves where we can make the greatest contribution.
First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results and then work on improving those strengths. Discover where your intellectual arrogance (your weaknesses) is causing disabling ignorance and overcome it.
Too many people work in ways that are not their ways, and that almost guarantees nonperformance.
Of all the important pieces of self-knowledge, understanding how you learn is the easiest to acquire.
Questions to ask yourself:
- Do I produce results as a decision maker or as an adviser?
- Do I work well with people? In what relationship?
- Am I a reader or a listener?
- Do I need a highly structured and predictable environment?
- Do I work best in a big organization or a small one?
Do not change yourself – you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
What kind of person do I want to see in the mirror in the morning?
By the time you are in your mid-twenties, you should know the answers to the following questions:
- What are my strengths?
- How do I perform?
- What are my values?
Successful careers are not planned. They 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.
How to answer the question What should my contribution be?
- 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?
- What results have to be achieved to make a difference?
Where are how can I achieve results that will make a difference within the next year and a half?
The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values.
Before you do something for others, explain:
- What you are trying to do
- Why you are trying to do it
- How you are going to do it
- What results to expect
Playing the Infinite Game 