Peter F. Drucker
Publisher : Harvard Business Press (January 7, 2008)
Managing Oneself
Managing Oneself is a guide to developing a skillful persona and learning more about your strengths, weaknesses, inclinations, and how you collaborate with others, all while making yourself more knowledgeable about how to thrive in your career.
2. Peter F. Drucker
Publisher : Harvard Business Press (January 7, 2008)
Managing Oneself is a guide to developing a skillful persona and learning more about your strengths,
weaknesses, inclinations, and how you collaborate with others, all while making yourself more
knowledgeable about how to thrive in your career.
3. เกี่ยวกับผู้ประพันธ์
Peter F. Drucker (พ.ศ. 2452-2548) เป็นหนึ่งในนักคิดที่มีชื่อเสียงและมีอิทธิพลมากที่สุดคนหนึ่ง
ในหัวข้อทฤษฎีการจัดการและการปฏิบัติ เขาเป็นนักการศึกษาชาวอเมริกันที่เกิดในออสเตรีย เป็นผู้
ปฏิวัติกระบวนการเรียนรู้เกี่ยวกับการบริหารจัดการ และภาวะผู้นา
Drucker ถือว่าเป็น "บิดาแห่งทฤษฎีการจัดการสมัยใหม่ (the father of modern management theory)"
หลักการพื้นฐานของเขาเป็ นเรื่องเกี่ยวกับ The creation of a knowledgeable worker, Decentralization
and simplification, Customer-oriented companies, และ Do what you do best and outsource the rest
เขาเป็นผู้คิดค้นแนวคิดที่เรียกว่า การจัดการโดยวัตถุประสงค์ (Management by Objectives)
Peter Drucker เสียชีวิตเมื่อวันที่ 11 พฤศจิกายน พ.ศ. 2548 ในเมืองแคลร์มอนต์ รัฐแคลิฟอร์เนีย
เขามีลูกสี่คนและหลานหกคน
12. ประเด็นในเรื่อง การพัฒนาตนเอง
1. อะไรคือจุดแข็งของฉัน? (What are my strengths?)
2. ฉันทาได้ดีเพียงใด? (How do I perform?)
3. ค่านิยมของฉันคืออะไร? (What are my values?)
4. ฉันควรจะอยู่จุดใด? (Where do I belong?)
5. สิ่งที่ฉันควรจะมีส่วนสนับสนุนคืออะไร? (What should I contribute?)
ความรับผิดชอบต่อความสัมพันธ์ (Responsibility of relationships)
ช่วงครึ่งหลังของชีวิต (The Second Half Of Your Life)
26. สามบทเรียนในการพัฒนาตนเองและประสบความสาเร็จ
1. รู้จุดแข็งและจุดอ่อนของคุณ โดยทาการวิเคราะห์ความคิดเห็นป้อนกลับ (Know your strengths
and weaknesses by conducting a feedback analysis.)
2. เข้าใจรูปแบบการสื่อสารของคุณ และวิธีทางานร่วมกับผู้อื่น (Understand your communication
style and how you work with others.)
3. ทางานในอาชีพที่สองของคุณ เพื่อให้ตัวเองมีความผูกพันและท้าทายในชีวิตการทางานของคุณ
(Work on your second career to keep yourself engaged and challenged in your working life.)
34. Five Favorite Ideas to Take Home
1. Use feedback analysis to uncover your strengths and weaknesses.
2. Acquiring the skills and knowledge, you need to realize your strengths fully.
3. To manage yourself effectively, you must determine how you work with others.
4. To be effective in an organization, you must be compatible with the organization’s values.
5. Begin a second career at 40.
Managing Oneself is a guide to developing a skillful persona and learning more about your strengths, weaknesses, inclinations, and how you collaborate with others, all while making yourself more knowledgeable about how to thrive in your career.
Peter F. Drucker (1909–2005) is one of the best-known and most widely influential thinkers on the subject of management theory and practice. He was an Austrian-born American educator, who revolutionized the learning process which embodies management, leadership, above all else.
Drucker often described as "the father of modern management theory," his fundamental principles revolved around: The creation of a knowledgeable worker, Decentralization and simplification, Customer-oriented companies, and Do what you do best and outsource the rest.
He invented the concept known as management by objectives.
Peter Drucker died on November 11, 2005, in Claremont, California. He had four children and six grandchildren.
The Idea in Brief
We live in an age of unprecedented opportunity: If you’ve got ambition, drive, and smarts, you can rise to the top of your chosen profession- regardless of where you started out.
And it’s up to you to keep yourself engaged and productive during a work life that may span some 50 years. To do all these things well, you’ll need to cultivate a deep understanding of yourself. What are your most valuable strengths and most dangerous weakness? Equally important, how do you learn and work with others? What are your most deeply hold values? And in what type of work environment can you make the greatest contribution?
The implication is clear; only when you operate from a combination of your strengths and slef-knowledge can achieve true-and lasting-excellence.
The Idea in Practice
To built a life of excellence, begin by asking yourself these questions:
1. What are my strengths?
2. How do I work?
3. What are my values?
4. Where do I belong?
5. What can I contribute?
1. What are my strengths?
To accurately identify your strengths, use feedback analysis. Every time you make a key decision, write down the outcome you expect. Several months later, compare the actual results with your expect results.
Look for patterns in what you’re seeing: What results are you skilled at generating? What abilities do you need to enhance in order to get the results you want? What unproductive habits are preventing you from creating the outcomes you desire?
In identifying opportunities for improvement, don’t waste time cultivating skill areas where you have little competence. I stead, concentrate on-and build on-your strengths.
2. How do I work?
In what ways do you work best? Do you process information most effectively by reading it, or by hearing others discuss it?
Do you accomplish the most by working with other people, or by working alone?
Do you perform best while making decisions, or while advising others on key matters?
Are you in top form when things get stressful, or do you function optimally in a highly predictable environment?
3. What are my values?
What are your ethics? What do you see as your most important responsibilities for living a worthy, ethical life?
Do your organization’s ethics resonate with your own values? If not, your career will likely be marked by frustration and poor performance.
4. Where do I belong?
Consider your strengths, preferred workstyle, and values, based on these qualities, in what kind of work environment would you fit in best?
Find the perfect fit, and you’ll transform yourself from a merely acceptable employee into a star performer.
5. What can I contribute?
In earlier eras, companies tell businesspeople what their contribution should be.
Today, you have choices. To decide how you can best enhance your organization’s performance, first ask what the situation requires. Based on your strengths, work style, and values, how might you make the greatest contribution to your organization’s efforts?
We live in an ever-changing world, where market demands fluctuate, personal needs and values change at a much faster pace than before, and so does the working environment. To navigate these winds of change and the dynamicity of our world, you’ll have to improve yourself and develop skills that can lift you.
Way too often, individuals lag behind their peers due to a lack of direction. Managing Oneself delves into the self-improving strategy we all need, starting with knowing yourself, to focusing on your strengths and communication style. Being successful despite our weaknesses is a powerful skill itself. So, how can we achieve it?
What are my strengths?
How do I perform?
What are my values?
Where do I belong?
What should I contribute?
Responsibility of relationships
The Second Half Of Your Life
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.
It is easier to know what we are not good at- than to know what are we good at.
A person can perform only from strength
Discover your strengths through 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 them
As any personality trait – How a person performs is a given, just as what a person is good at or not good at.
Different people work and perform differently
Too many people work in ways that are not their ways.
How one performs is unique: matter of personality
Do not try to change yourself (too much) – instead, work harder to improve the way you perform
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
A person may learn by reading, writing, doing, talking, listening to, or with a combination thereof
One must always employ the methods that work
The mirror test: Ethics require that you ask yourself, What kind of person do I want to see in the mirror in the morning?
In other words, values are, and should be, the ultimate test for your compatibility with an organization
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
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 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
Or where I do belong…
A big or a small organization?
“Yes, I will do that”
If I am not a decision maker I should have learned to say no to a decision maker assignment.
When we answer to the three previous questions, we can and should decide where we belong.
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 set
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 another
Managing oneself increasingly leads one to begin a second career:
Start one (move to another organization
Develop a parallel career
Social entrepreneurs (another activity, usually a nonprofit)
People who manage the second half of their lives may always be a minority
The majority may “retire on the job”
Three of the best ways to improve yourself and achieve success starting from your native values:
1. Know your strengths and weaknesses by conducting a feedback analysis.
2. Understand your communication style and how you work with others.
3. Work on your second career to keep yourself engaged and challenged in your working life.
Lesson 1: Start your self-development journey by learning about your strengths and weaknesses
Much like everything that holds a true, intrinsic value in life, your future success needs a foundation to lie upon. Starting from a feedback analysis, you’ll have to discover what are your strengths and weaknesses and how to work with them in any endeavor you engage with.
You can start by carrying out a feedback analysis of your key actions. Whenever you make an important decision, make a note about what your expected outcome is. One year later compare the expectation with the reality. Ask yourself what your strength and weaknesses were in the process and how they affected the outcome.
This process is highly important in your feedback analysis. In time, it’s crucial to know what your areas of strength are, and implicitly, what you should be bringing forth, and what you should be working on. Consequently, knowing your gifted areas allows you to look for skills to sustain them and enhance them.
Nevertheless, a feedback analysis also implies knowing your core values and also checking up on yourself to see if your work reflects them. Don’t work for a mission or a place that goes against your belief system, because it’ll affect your performance and moral compass.
Lesson 2: How you communicate with other people tells a lot about where you belong and how you can do the job
Understanding what your collaboration style is, if you’re a reader or a listener, if you prefer to rule or listen to a leader, communicate with your team, or work solo, are all crucially defining factors of your professional persona.
Communication is a key element of anyone’s life and the network we form plays a huge role in our success story. Therefore, mastering and tailoring it to our persona is essential.
The enhance your relationships, you must first acknowledge that everyone else is an individual just like you.
They have dreams, hopes, aspirations, fears, and pain points. To get things done together, you must know the strength and weaknesses of each other. Your part is to learn about your interlocutor and take responsibility for the communication. You have to let them know what you’re good at and what you want.
Stating what your expectations are, what are your values, boundaries, and work style is only going to enhance communication. However, to know what those are, you’ll have to carry on a feedback analysis, which sets the pace for all your endeavors.
Lesson 3: A second career might be the key to a fulfilled, challenging, thrilling life
Talking about a second career while you might not have the first one figured out yet doesn’t sound like something you’d want to jump straight into, but hear me out! Many people focus their lives on their core professional endeavor, without leaving much room for lateral growth.
Then, the mid-life crisis hits, and they find themselves burnt out and loathing their job. Others feel like they’ve reached the top of their career ladder and that their work no longer provides meaning to their lives. For this reason, starting a second career might be the right choice.
Essentially, there are three ways to develop a second career:
1. The first is obvious: starting that career.
2. The second one is to develop your side career on top of the existing one and work your way around it when the time allows for it.
3. The third way is to start a non-profit organization or find a way to give back to your community.
However, if you want to fit this concept into your life will make you gain a higher sense of accomplishment and joy in your professional life. Having more areas of interest and fulfilling multiple passions will help you reach a state of self-actualization and enjoyment.
Managing Oneself presents a way out of your head and into the objective reality, where you have strengths and weaknesses, relationships to maintain, working environments to face, and altogether a persona to work on.
This book can help you tap into your highest potential and work with what you’ve got by helping you discover your inner talents and build skills that match them. Reading this book will help you thrive in your personal and professional life.
Five Favorite Ideas to Take Home
1. Use feedback analysis to uncover your strengths and weaknesses.
2. Acquiring the skills and knowledge, you need to realize your strengths fully.
3. To manage yourself effectively, you must determine how you work with others.
4. To be effective in an organization, you must be compatible with the organization’s values.
5. Begin a second career at 40.