Managing Oneself
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The document discusses how to manage oneself in the knowledge economy by knowing your strengths, values, and how you perform best. It provides guidance on assessing your strengths, learning style, values, and where you will contribute most and fit in best. The goal is to take responsibility for your career and relationships over the long term, which may involve a second career in the second half of your life.
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Managing Oneself
- 1. MANAGING ONESELF By Peter F. Drucker
- 2. Introduction Success in the knowledge economy comes to those who know themselves-their strengths, their values, and how they best perform
- 3. Overview History great achievers have always managed themselves. That is what makes them great achievers We will have to learn to manage ourselves We will have to develop ourselves We will have to place ourselves where we can make the greatest contribution
- 4. Overview- continuation We will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
- 5. Agenda What Are My Strengths? How Do I Perform? What Are My Values? Where Do I Belong? What Should I Contribute? Responsibility For Relationships The Second Half Of Your Life
- 6. Vocabulary Self-efficacy : believe in one’s ability to do a task Self-monitoring : observing one’s own behavior and adapting it to the situations. Social Cognitive Theory : version of the Social Learning Theory presented by Bandura (Standford Psychologist), that postulate that there are dynamic relationships among personal factors, the social and physical environment, and behavior (Bandura, 1986) A person can be both an agent for and a respondent to change.
- 7. What Are My Strengths? It is easier to know what we are not good at- than to know what are we good at. A person can perform only from strength Discover your strengths through feedback analysis. Whenever you make a decision, write down what you expect will happen. One year later, compare the actual results with your expectations
- 8. Strategy Concentrate in your strengths (put yourself where your strengths can produce result) Work on improving your strengths (improve your skills or adquire new ones) Discover where your intellectual arrogance is causing disabling ignorance and overcome it (remedy your bad habits)
- 9. How Do I Perform? Different people work and perform differently Too many people work in ways that are not their ways. How one performs is unique: matter of personality Just as what a person is good at or not good at is a given.
- 10. How Do I perform? –cont. Am I a reader or a listener? How do I learn? Work hard to improve the way you perform (do not try to change yourself)
- 11. What Are My Values? Use the mirror test Value system of an organization and yours Organizations, like people, have values To be effective in an organization, a person’s values must be compatible with the organization’s values (not the same but close enough to coexist)
- 12. Where Do I Belong? Or where I do not belong… A big or a small organization? “Yes, I will do that” If I am not a decision maker I should have learned to say no to a decision maker assignment. When we answer to to the three previous questions, I can and should decide where I belong.
- 13. What Should I Contribute? What does the situation requires? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? What results have to be achieved to make a difference? A plan can usually cover no more than 18 months and still be reasonable clear and specific
- 14. What Should I Contribute? Cont. Where and and how can I achieve results that will make a difference within the next year and half? The results should be hard to achieve, but also they should be within reach The results must be meaningful (they should make a difference) Results should be visible and, if at all possible, measurable.
- 15. Responsibility For Relationships First is to accept the fact that other people are as much individuals as you yourself are. Taking responsibility for communication Today the great majority of people work with others who have different tasks and responsibilities.
- 16. The Second Half Of Your Life Managing oneself increasingly leads one to begin a second career: Start one (move to another organization Develop a parallel career Social entrepreneurs (another activity, usually a nonprofit) People who manage the second half of their lives may always be a minority The majority may “retire on the job”
- 17. Prerequisite: Begin long before you enter the second half of your life! The Second Half Of Your Life
- 18. Conclusions: Managing oneself requires new and unprecedented things from the individual, and specially from the knowledge worker Managing oneself requires that each knowledge worker think and behave like a chief executive officer Knowledge workers outlive organizations, and they are mobile.
- 19. Where to Get More Information