Buy Today on Amazon: Links provided by the Amazon Affiliate Program. As Peter Drucker tells us in this seminal article first published in 1999, it means we have to learn to develop ourselves. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations. Practiced consistently, the method will show you where your strengths lie and will also show what you are doing or failing to do that deprives you of the full benefits of your strengths. How do I learn and work with others? If you are looking for a book to read, read one of these.
But if you really pay attention to this principle, you may found that you did poorly on implement this into real life. If you do that, you can transform yourself from an ordinary worker into an outstanding performer. Your co-workers are people like you, with strengths and weaknesses. And try not to take on work you cannot perform or will only perform poorly. But also, they should be within reach. Do I work well with people, or am I a loner? A great many people perform best as advisers but cannot take the burden and pressure of making the decision. He taught at New York University as a Professor of Management from 1950 to 1971.
I will apply the feedback analysis process for improving presentation and coaching skills and recommended it to students who want to improve themselves. Are you in top form when things get stressful, or do you function optimally in a highly predictable environment? Someones strengths are unique and so is the way how one performs simply because its a matter from personality no matter if its nature or nurture. In order to answer the what are my values question, Peter F. Instead, you must be your own chief executive officer. Great achievers manage themselves, they do not require being constantly managed by others.
We all learn in different ways and we should focus on the one, which works the best for us: 1. Description of Managing Oneself by Peter F. He wants us to treat management as a skill to be honed, not as a natural gift. His 34 books have been published in more than 70 languages. When I'm working with a group of people I will make sure our values are aligned.
Managing Oneself — Where do I belong? Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. He emphasizes spending your resources on making the good aspects of your skill set great, not on making the bad aspects mediocre. But in the number one spot, the same person fails. They should make a difference. If you talk like shit to people, at least work on getting to a somewhat civil level of communication instead of just putting yourself in a position where you don't have to talk to people.
Second, the results should be meaningful. I like how the Author emphasizes the fact that we should focus more on our strengths and discovering what we are really good at naturally, kinda goes against the whole new age theory that you can be whatever you wanna be. Nine or 12 months later, compare the actual results with your expectations. Even fewer know which of the two they themselves are. One cannot build performance on weaknesses, let alone something one cannot do at all. He advocates for keeping a diary of all the big decisions you make, admant it's the best way you get to know yourself better.
There were some nuggets but I only got them because I had already reflected on their details and applications beforehand, rendering Drucker's advice pointless. To manage yourself effectively, you also have to ask, Do I work well with people, or am I a loner? To know where you belong, you need to consider your strengths, preferred work style, and values. Peter Drucker made famous the term knowledge worker and is thought to have unknowingly ushered in the knowledge economy, which effectively challenges Karl Marx's world-view of the political economy. ก อานกไดคะ มันกติดเบสตเซลเลอรของรานหนังสือทุกแหงมาจะครบปีอยูแลวละนะเลมนี เพือนเราพรีเซนตเลมนีวา มันเปนหนังสือเลมสุดทายของปีเตอร ดรักเกอร ปรมาจารยดานการจัดการ พูดงายๆ คือ เลมนีคือครีมออฟเดอะครีม ดรักเกอรขมวดสิงทีเคาเร ปัญญางาน จัดการตน Managing Oneself ของปีเตอร์ เอฟ ดรักเกอร์ แปลโดยคุณภิญโญ ไตรสุริยธรรมา ฉบับพิมพ์ครั้งที่ 2 สนพ. Drucker aborda la cuestión que todos podemos hacernos sobre nuestros trabajos, y que casi ninguno nos hacemos. Relationships To be effective with others you need to recognize their strengths and tendencies as well, and focus on helping them promote their strengths, not on trying to change them. The only way to discover your strengths is through feedback analysis.
The existence of trust between people does not necessarily mean that they like one another. This book have answered all the questions that I have had over the last decade. เนื้อหาของหนังสือไม่ใช่ how to แต่เป็นการตั้งคำถาม เพื่อให้เข้าใจจุดแข็งของตนเอง โดยมีแนวคิดหลักว่า คนเราใช้พลังในการทำสิ่งที่ตนเองถนัดให้เป็นเลิศน้อยกว่าการพัฒนาสิ่งที่เป็นจุดด้อยให้ดีขึ้นจนถึงระดับกลาง ๆ ดังนั้น ไม่ควรไปเสียเวลากับสิ่งที่ไม่เหมาะกับตัวเอง แต่ควรพัฒนาสิ่งที่ตนเองถนัดให้เป็นเลิศ. Managing Oneself — What are my strengths? Put yourself where your strengths can produce results 2. I recommend skimming through it. Даже не книга, а короткая брошюра на один вечер и на пару лет одновременно. In effect, managing oneself demands that each knowledge worker thinks and behaves like a Chief Executive Officer.
That, in large measure, is what makes them great achievers. Am I a reader or a listener? But, Drucker says, very few people actually know—let alone take advantage of—their fundamental strengths. Concluding thoughts and wrap-up Managing Oneself is an article of just 12 pages, that is an excerpt from the book Peter F. Implications for action that follow from feedback analysis: 1. You must also be responsible for effective communication.
In effect, managing oneself demands that each knowledge worker think and behave like a chief executive officer. Sharing is caring so I really hope it helps you as well. But if you really pay attention to this principle, you may found that you did poorly on implement this into real life. Feedback analysis - наверное, главное для меня в книге. Finally, results should be visible and, if at all possible, measurable. A plan can usually cover no more than 18 months and still be reasonably clear and specific.