"The Real Read" / UYCBusiness

[TheRealRead] BookOfTheMonth: Ch 2. #HarvardBusinessReview On Managing Yourself ft. Peter Drucker- Managing Oneself

Throughout this chapter I learned plenty of great info! (Oh and trust me majority of this article was highlighted.) Peter F Drucker, spoke about multiple topics that can help assist anyone on their journey in and out a 50-year work life. For instance, Drucker touched base on these key points: Strength, Performance, and Values.

Managing Oneself by Peter F Drucker:

“We will have to place ourselves where we could make the greatest contribution. And we will have to stay mentally alert and engaged during a 50-year working life..” stated Drucker on pg. 13. Giving us readers something magical to get ready for in his paragraphs to come, and that he did.

The statement above jumps out to me, because he’s right! Think about it… we as people ultimately place ourselves in situations. So the question is, are you awake and learning from where you’re in life? Or are you on the outside looking in, lost? Being in my 20’s I pride myself on not being the lost one looking in, but surely enough we all have those moments. Drucker makes it clear in the first half of his chapter that one needs to absolutely know their strengths and weaknesses because essentially your decision-making in life will reflect on knowing your ethics and values which leads you into perfecting your performance in and out the workplace; to fully be complete in an everyday active life.

In fact, many great achievers in the world has used mental tools to help farther their mind. Guess What?! We have a mental tool just for you, here on “Caché Talks..” published in HBR by Peter Drucker on Pg. 14. I present you with the’ Feedback Tool’  “Whenever you make a key decision or take a key action, write down what you expect will happened.”

Jewel Moment: At that moment I reread what the ‘Feedback Tool’ detailed and how I may use this tool in my everyday life. For example, I recently used the ‘Feedback Tool’,  I wrote down certain scenarios and outcomes of recent goals I’ve made and yet to make, of course the tool is more effective as progress continues however it’s important to know what direction you’re taking to better align one with their goals.

This remarkable tool, has been around for over 150 years helping ones shape their goals into reality. For example Drucker explains to us his 15 to 20 year experience with using ‘Feedback Analysis’, “The Feedback Analysis showed me for instance-and to my great surprise that I have an intuitive understanding of technical people, whether they are engineers or accountants or market researchers, It also showed me that I didn’t really resonate with generalist.” This tool can teach one plenty from discovering strengths to unveiling an area of lack of intelligence. Overall, I will recommend this mental method tool to just about anyone not only is this method used in everyday life it can surely be utilized in numerous aspects in life. Work is one of the most effective places to apply this tool, figuring out your strengths and weaknesses for improved work performance and more.

   Drucker states, “Too many people work in ways that are not their ways, and that almost guarantee non-performance.”  Our results are based off how we choose to perform. Just like if you’re a lawyer you may perform best in a courtroom, or if you’re a teacher you will perform best in a classroom. Does that mean your wasting time working hard elsewhere? Not at all, but be true to you and your learning style because at the end of the day you’ll be working! As, you know there’s nothing wrong with asking your management/leadership performance questions concerning areas of improvement. Hell, people do it all the time, why not be in the know about your business? Drucker states, “Just as people achieve results by doing what they are good at, they also achieve results by working in ways that they best perform.” Pg. 18 Which leads Drucker into his next segment.

Drucker asked his readers a few more questions involving his topics which were: What type of learner are you? and What respected relationships do you work best in?

hmm good questions right?!, I normally would respond to these questions very easily until I magnified my thoughts and reasoning by first asking myself a few questions: How do I work better in this situation vs that situation? What type of boss do I want to be? and What type of leadership will I want to work for? Now it’s time for you to ask yourself questions geared towards discovering your learning pattern and how well do you work in certain relationships. Go…Drucker then explains on pg. 20, “Some people work best as team members. Others work best alone. Some are exceptionally talented as coaches and mentors; others are simply incompetent as mentors”.

As for myself I learn in various ways i.e visionary and self-talk for instance technology becomes fascinating more rapidly overtime which plays a fundamental part in my everyday life but it’s nothing like being able to convey your self-talk on a pen and pad. Visually being able to write out my marketing plans and outlines opposed to typing first assists me in my thought process, not to mention my strong mentoring skills supports my learning process. Just recently I had a brief discussion with a few of “The Real Read” readers, Itasha and Jason. In addition to them enjoying the first chapter they both asked one really great question, “Let’s say my performance has been outstanding at work and I invented a great work pattern but I do not agree with my companies values and ethics, what do? Great question professionals, now just as much as work relationships are supposed to be respected the same goes for employees and companies. You can have it plush and easy at work but if you’re not internally at peace with what your job stands for then the decision is upon yourself to stay with your company. It’s never too late to make a change.

Drucker states, “Even people who understand the importance of taking responsibility for relationships often do not communicate sufficiently with their associates.” Pg. 28 I totally agree with this statement, I’m sure you’ll heard of the saying “Closed mouths don’t get fed” ? Well it’s true. Sometimes we’re afraid that we’ll look dumb or less important to our peers but in actuality, we’re holding ourselves back by not communicating. I encourage associates, peers and ect. to ask as many questions as possible in order to comfortably perform well. “Control your destiny by the greatness invested in you” -Cache C.

Lastly, Drucker ends his article with a great quote, “Ever existing society, even the most individualistic one, takes two things for granted, if only subconsciously: that organizations, outlive workers, and that most people stay put…”

Are we taking our mind for granted?

Ch. 3: Management Time: Who’s Got The Monkey?

Remember, "You Are Your Brand" @useyourcache



Disclaimer:

The Real Read [Book Of The Month] does not own any publishing rights or editorial rights to any books, art work, and selected quotes displayed. You have entered into a world of peace and positivity here on, “Cache Talks..” I do not tolerate any negativity, discrimination, or debbie downers of any sort you will leave here feeling relaxed and rejuvenated with knowledge, transparency and motivation. Thank You.

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