You can even detect if you have a behavior problem that hinders your communication with others. You must discover the small gaps in your strengths, probably hidden by excessive intellectual arrogance, and put the means to acquire the skills and knowledge needed to cover them.įeedback analysis will also show you some bad habits that make you an ineffective worker and must be eradicated. The important thing is that you concentrate on your strengths and work to improve them even more. Moving from incompetent to mediocre requires more effort than moving from good to excellent. Not worth striving for improving those areas where you have no talent since you would become mediocre at best. If you practice this method consistently, Drucker estimates that in two or three years you will be able to recognize what actions are helping or depriving to maximize your strengths, and in what contexts you are not particularly competent. Whenever you make an important decision or perform a key action, you should write down what you expect to happen a few months later you should compare the expected results with the actual ones. So, first you need to know what your strengths are and the only way to do that is by analyzing your own feedback.

You cannot perform well in that in which you are weak, you need to perform according to your strengths. I hope it makes you think and you find it useful. This article is a summary of this book, a classic of the so-called father of modern management. Only then will we be able to place ourselves where our contribution is most valued at all times.

Drucker says in this book that today, in a society where most of us are knowledge workers and will have a useful working life of about 50 years, it is essential to learn to manage ourselves. Managing Oneself is a short book written by Peter Drucker in 1999 and published by Harvard Business Review.

Peter drucker's managing oneself