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Managing Oneself

 Managing Oneself Summary

The Book in One Sentence 


Overseeing Oneself is tied in with finding what your identity is, then, at that point zeroing in on what you can contribute, and assuming liability for how you impart. 


Sam's Five Favorite Ideas 


Use criticism examination to reveal your qualities and shortcomings. 


Procuring the abilities and information, you need to understand your qualities completely. 


To oversee yourself successfully, you should decide how you work with others. 


To be powerful in an association, you should be viable with the association's qualities. 


Start a second vocation at 40. 


Overseeing Oneself Summary 


"The best way to find your qualities is through criticism examination. At whatever point you settle on a key choice, or make a key move, record what you expect will occur. Nine or after a year, contrast the real outcomes and your assumptions." 


Input examination uncovers where your qualities lie. Additionally, it features what you are doing or neglecting to never really full benefit of your qualities. 


Following any criticism examination, put yourself where your qualities can deliver results, work on working on your qualities, and find where your scholarly pomposity is causing crippling obliviousness and beat it. 


"Work on obtaining the abilities and information you need to completely understand your qualities." 


"The main thing to think about how you perform is whether you are a peruser or an audience. The subsequent thing to know is the way you learn." 


"Of the multitude of significant bits of self-information, seeing how you learn is the simplest to gain." 


Drucker says the principal inquiries to pose to when seeing how you learn is, "Am I a peruser or an audience?" and "How would I learn?" To oversee yourself adequately, you additionally need to inquire, "Do I function admirably with individuals, or am I an introvert?" And on the off chance that you take care of job competently with individuals, you should inquire, "In what relationship?" 


Another essential inquiry is, "Do I create results as a chief or as a counsel? Other significant inquiries to pose incorporate, Do I perform well under pressure, or do I require a profoundly organized and unsurprising climate? Do I work best in a major association or a little one?" 


"Try not to attempt to change yourself—you are probably not going to succeed. Yet, make a solid effort to further develop the manner in which you perform. What's more, make an effort not to take on work you can't perform or will just perform inadequately." 


"To have the option to oversee yourself, you at long last need to ask, What are my qualities?" This isn't an issue of morals, which necessitates that you ask yourself, "What sort of individual would I like to find in the mirror in the first part of the day?" 


Working in an association whose esteem framework is unsatisfactory or contradictory with your own sentences the individual both to dissatisfaction and nonperformance. To be powerful in an association, you should be viable with the association's qualities. They don't should be something similar, yet they should be sufficiently close to exist together. Else, you won't just be disappointed yet in addition won't create results. 


By your mid-twenties, you should know the responses to three inquiries: "What are my qualities?" "How would I perform?" and "What are my qualities?" And then, at that point you can and ought to choose where you should be. 


"Effective professions are not arranged. They foster whenever individuals are ready for promising circumstances since they know their qualities, their strategy for work, and their qualities. Knowing where one should be can change a standard individual—dedicated and skillful yet in any case unremarkable—into a remarkable entertainer." 


You should know what your commitment will be. To respond to that question, you should address three particular components: "What does the circumstance require? "Given my qualities, my method of performing, and my qualities, how might I make the best commitment to what should be done?" And at last, "What results must be accomplished to have an effect?" 


Overseeing yourself requires assuming liability for connections, which has two sections. 


"The first is to acknowledge the way that others are as much people as you, at the end of the day, are. They unreasonably demand acting like people. This implies that they also have their qualities; they also have their methods of completing things; they also have their qualities. To be powerful, in this way, you need to know the qualities, the exhibition modes, and the upsides of your collaborators. 


"The second piece of relationship duty is assuming liability for correspondence. Try not to be reluctant to say, "This is the thing that I am acceptable at. This is the means by which I work. These are my qualities. This is the commitment I intend to focus on and the outcomes I ought to be required to convey." You will meet positive reactions from associates. 


Druckers clarifies that the present information laborers are exhausted in the wake of laboring for a very long time, and thusly, start a subsequent profession to gain some new useful knowledge or add to their local area. 


There are three different ways to foster a subsequent vocation. The first is really to begin one. The subsequent method to plan for the second 50% of your life is to foster an equal profession. 


At last, a few group have been exceptionally effective in their first professions. Be that as it may, because of their work done testing them, start another movement like a charitable. 


The essential for dealing with the second 50% of your life is starting some time before you enter it. In the event that you don't begin chipping in before you're 40, you probably will not once past 60.

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