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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.
111
1.18K 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."
134
950 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."
128
855 reads
"Constantly ask yourself, 'What are the things I do that produce exceptional results?'"
124
826 reads
136
699 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.
108
573 reads
108
567 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?"
115
524 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?'"
118
493 reads
125
471 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.
106
412 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."
112
397 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."
113
394 reads
"What you value determines what you will see, will pay attention to, will consider important."
111
381 reads
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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."
106
327 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."
113
322 reads
"Knowing where one belongs can transform a person – from an underperformer who is frustrated and stymied to an outstanding performer."
105
322 reads
"The only way to discover where one belongs is to know oneself – the strengths, the way one performs, and one’s values."
103
305 reads
113
276 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.
104
272 reads
"The focus must be on contribution. To ask 'What can I contribute?' is to look up from oneself and toward the situation."
108
262 reads
"The effective person asks: 'What can I contribute that will significantly affect the performance and the results of the organization I serve?'"
106
256 reads
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229 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.
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240 reads
104
244 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."
111
243 reads
"The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths."
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236 reads
111
213 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.
102
225 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."
104
221 reads
110
222 reads
"Managing oneself increasingly means managing the second half of your life – and doing so long before you enter it."
103
205 reads
112
193 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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