Managing Oneself - Deepstash

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What Are My Strengths?

This chapter emphasizes identifying and leveraging your natural talents rather than focusing on weaknesses. Drucker advocates for feedback analysis to pinpoint areas of exceptional performance.

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1.15K reads

 "One should waste as little effort as possible on improving areas of low competence. It takes far more energy to move from incompetence to mediocrity than to move from first-rate performance to excellence."

PETER DRUCKER

129

930 reads

 "Whenever you make a key decision or take a key action, write down what results you expect. Nine or twelve months later, compare the actual results with your expectations."

PETER DRUCKER

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835 reads

 "Constantly ask yourself, 'What are the things I do that produce exceptional results?'"

PETER DRUCKER

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804 reads

Self Assessment to Answer "What Are My Strengths?"

  • What did I do particularly well recently?
  •  What tasks do I find energizing and enjoyable, even when challenging?
  •  What praise or recognition do I consistently receive?
  •  In what areas do others seem to rely on me?
  •  When I review my feedback analysis, what patterns of positive outcomes emerge?

130

684 reads

How Do I Perform?

Understanding your working style is as vital as knowing your strengths. This chapter explores various performance preferences, including learning styles, preferred work environments, and how you handle stress and decisions.

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562 reads

 "Very few people know even as late as their middle years how they get things done."

PETER DRUCKER

103

555 reads

 "Do I perform better under stress, or do I need a highly structured and predictable environment? Do I work best as a member of a team, or am I at my most effective when I am alone?"

PETER DRUCKER

110

515 reads

 "Effective executives do not ask, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things, which ones am I equipped to do well?'"

PETER DRUCKER

113

484 reads

Self Assessment to Answer "How Do I Perform?"

  • Am I a reader or a listener when it comes to processing information?
  •  Do I learn best by doing, by taking notes, by discussing, or by reflecting?
  •  Do I thrive in large teams or prefer smaller, more intimate settings?
  •  Do I make better decisions quickly based on available information, or do I need ample time for deliberation?
  •  What kind of work environment (e.g., quiet, collaborative, fast-paced) allows me to be most productive and comfortable?

120

463 reads

What Are My Values?

Aligning your work with your core values is essential for job satisfaction and ethical decision-making. This chapter emphasizes identifying what truly matters to you and ensuring your professional life is congruent with those principles.

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401 reads

 "To be effective in the organization, your values must be compatible with the organization’s values. They do not need to be the same, but they must be close enough to coexist."

  

PETER DRUCKER

107

389 reads

"A person can perform only if he believes in what he is doing. A person can perform only if his work and his values are congruent."

PETER DRUCKER

108

387 reads

 "What you value determines what you will see, will pay attention to, will consider important."

PETER DRUCKER

106

374 reads

Self Assessment to Answer "What Are My Values?"

  •  What principles are absolutely non-negotiable for me in my work and life?
  •  What kind of impact do I want to have on the world or my community?
  •  What activities or causes do I feel deeply passionate about?
  •  What kind of work environment fosters a sense of integrity and ethical behavior for me?
  •  What makes me feel a sense of pride and fulfillment in my work, beyond just th paycheck?

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348 reads

Where Do I Belong?

Understanding your strengths, performance style, and values leads to identifying the roles and organizations where you can make the most significant contribution and thrive. This chapter focuses on finding your "true place."

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322 reads

 "Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their way of working, and their values."

PETER DRUCKER

108

317 reads

 "Knowing where one belongs can transform a person – from an underperformer who is frustrated and stymied to an outstanding performer."

PETER DRUCKER

100

318 reads

 "The only way to discover where one belongs is to know oneself – the strengths, the way one performs, and one’s values."

PETER DRUCKER

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301 reads

Self Assessment to Answer "Where Do I Belong?"

  •  In what kinds of roles have I historically felt most effective and fulfilled?
  •  What types of organizational cultures seem to align with my performance style and values?
  •  Where can my identified strengths be best utilized to achieve meaningful results?
  •  Are there specific industries or sectors that resonate with my values and interests?
  •  Considering my strengths, performance style, and values, what kind of work environment would allow me to make the greatest contribution?

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270 reads

What Can I Contribute?

Effectiveness isn't just about personal understanding; it's about focusing outward on the needs of the organization and identifying how you can best contribute to its goals.

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266 reads

 "The focus must be on contribution. To ask 'What can I contribute?' is to look up from oneself and toward the situation."

PETER DRUCKER

103

257 reads

 "What are the results that have to be achieved to make a real difference?"

PETER DRUCKER

101

264 reads

 "The effective person asks: 'What can I contribute that will significantly affect the performance and the results of the organization I serve?'"

PETER DRUCKER

101

252 reads

Self Assessment to Answer "What Can I Contribute?"

  •  What are the most pressing needs and challenges facing my team or organization?
  • Given my strengths, what specific tasks or projects can I excel at that address these needs?
  •  What results, if achieved by me, would have the most significant positive impact?
  •  How can I leverage my performance style to effectively collaborate and contribute to team goals?
  •  Considering my values, what kind of contributions would I find most meaningful and motivating?

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225 reads

Taking Responsibility for Relationships

Effective work relies on positive and productive relationships. This chapter emphasizes understanding how you interact with others and taking ownership of fostering clear communication and constructive collaborations.

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236 reads

 "The effective person knows that he or she lives and works with other people."

PETER DRUCKER

99

240 reads

 "Whenever I have difficulties with people, I always assume that the other person is right and that something I am doing or failing to do is causing the difficulties."

PETER DRUCKER

106

239 reads

 "The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths."

PETER DRUCKER

102

232 reads

Self Assessment for "Taking Responsibility for Relationships?"

  • How do I typically communicate with colleagues and team members? Is it clear and effective?
  •  What are the strengths and working styles of the people I collaborate with most frequently?
  •  When conflicts arise, what is my typical role, and how can I approach them more constructively?
  •  Do I actively seek to understand the perspectives and needs of others?
  •  What can I do to build stronger, more trusting relationships with my colleagues?

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209 reads

The Second Half of Your Life

This chapter addresses the importance of planning for the later stages of your career and life, often involving a "second career" that provides new meaning and purpose.

 

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220 reads

"The second half of your life is going to be very different from the first, and the first thing you have to do is to understand that."

PETER DRUCKER

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216 reads

 "Successful people do not wait for things to happen to them. They make things happen."

PETER DRUCKER

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215 reads

 "Managing oneself increasingly means managing the second half of your life – and doing so long before you enter it."

PETER DRUCKER

98

197 reads

Self Assessment for "The Second Half of Your Life?"

  • What are my interests and passions outside of my current career?
  •  What kind of impact do I want to have in the later stages of my life?
  •  What new skills or knowledge might I need to develop for a potential "second career"?
  •  How can I start exploring these new avenues while still engaged in my current work?
  •  What are my financial and personal goals for the second half of my life, and how can I plan to achieve them?

107

185 reads

IDEAS CURATED BY

CURATOR'S NOTE

Peter Drucker's How to Manage Oneself guides readers toward personal effectiveness through self-awareness and proactive management. Each chapter centers on a crucial question for personal and professional growth.

Curious about different takes? Check out our Managing Oneself Summary book page to explore multiple unique summaries written by Deepstash users.

Different Perspectives Curated by Others from Managing Oneself

Curious about different takes? Check out our book page to explore multiple unique summaries written by Deepstash curators:

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