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35 ideas
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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.
135
1.32K 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."
159
1.07K 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."
154
966 reads
"Constantly ask yourself, 'What are the things I do that produce exceptional results?'"
150
932 reads
163
787 reads
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.
131
647 reads
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643 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?"
139
592 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?'"
142
561 reads
149
534 reads
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.
129
465 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."
135
447 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."
137
444 reads
"What you value determines what you will see, will pay attention to, will consider important."
134
431 reads
143
398 reads
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."
129
370 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."
137
369 reads
"Knowing where one belongs can transform a person – from an underperformer who is frustrated and stymied to an outstanding performer."
128
367 reads
"The only way to discover where one belongs is to know oneself – the strengths, the way one performs, and one’s values."
126
350 reads
136
312 reads
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.
127
310 reads
"The focus must be on contribution. To ask 'What can I contribute?' is to look up from oneself and toward the situation."
131
299 reads
"The effective person asks: 'What can I contribute that will significantly affect the performance and the results of the organization I serve?'"
129
294 reads
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266 reads
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.
125
274 reads
127
276 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."
134
271 reads
"The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths."
130
265 reads
134
240 reads
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.
125
253 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."
127
249 reads
133
252 reads
"Managing oneself increasingly means managing the second half of your life – and doing so long before you enter it."
126
234 reads
135
221 reads
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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...
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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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