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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.
106
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."
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."
122
835 reads
"Constantly ask yourself, 'What are the things I do that produce exceptional results?'"
117
804 reads
130
684 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.
103
562 reads
"Very few people know even as late as their middle years how they get things done."
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?"
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?'"
113
484 reads
120
463 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.
101
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."
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."
108
387 reads
"What you value determines what you will see, will pay attention to, will consider important."
106
374 reads
115
348 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."
101
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."
108
317 reads
"Knowing where one belongs can transform a person – from an underperformer who is frustrated and stymied to an outstanding performer."
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."
98
301 reads
108
270 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.
99
266 reads
"The focus must be on contribution. To ask 'What can I contribute?' is to look up from oneself and toward the situation."
103
257 reads
"The effective person asks: 'What can I contribute that will significantly affect the performance and the results of the organization I serve?'"
101
252 reads
110
225 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.
97
236 reads
"The effective person knows that he or she lives and works with other people."
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."
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."
102
232 reads
106
209 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.
97
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."
99
216 reads
"Successful people do not wait for things to happen to them. They make things happen."
105
215 reads
"Managing oneself increasingly means managing the second half of your life – and doing so long before you enter it."
98
197 reads
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.
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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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Muhammad Ahmad's Key Ideas from Managing Oneself
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1 idea
Ахрор Тиллаев's Key Ideas from Managing Oneself
Peter Ferdinand Drucker
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