Book Summary - Managing Oneself by Peter Drucker PDF

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Book Summary:
Managing Oneself by
Peter Drucker
6-7 minutes
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Collection of 100+ Book Notes
The Book in One Sentence
1 of 11 11-Sep-20, 14:02
Managing Oneself is about discovering

who you are, then focusing on what you
can contribute, and taking responsibility
for how you communicate.
Sam’s Five Favorite Ideas
1. Use feedback analysis to uncover your

strengths and weaknesses.
2. Acquiring the skills and knowledge, you
need to realize your strengths fully.
3. To manage yourself effectively, you must
determine how you work with others.
4. To be effective in an organization, you
must be compatible with the
organization’s values.
5. Begin a second career at 40.
2 of 11 11-Sep-20, 14:02
Managing Oneself Summary
“The only way to discover your strengths

is through feedback analysis. Whenever
you make a key decision, or take a key
action, write down what you expect will
happen. Nine or 12 months later,
compare the actual results with your
expectations.”
Feedback analysis reveals where your
strengths lie. Moreover, it highlights what
you are doing or failing to do to take full
advantage of your strengths.
Following any feedback analysis, put
yourself where your strengths can
produce results, work on improving your
strengths, and discover where your
intellectual arrogance is causing disabling
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ignorance and overcome it.

“Work on acquiring the skills and
knowledge you need to fully realize your
strengths.”
“The first thing to know about how you
perform is is whether you are a reader or
a listener. The second thing to know is
how you learn.”
“Of all the important pieces of self-
knowledge, understanding how you learn
is the easiest to acquire.”
Drucker says the first questions to ask
when understanding how you learn is,
“Am I a reader or a listener?” and “How
do I learn?” To manage yourself
effectively, you also have to ask, “Do I
work well with people, or am I a loner?”
4 of 11 11-Sep-20, 14:02
And if you do work well with people, you

must ask, “In what relationship?”
Another crucial question is, “Do I produce
results as a decision-maker or as an
adviser? Other important questions to
ask include, Do I perform well under
stress, or do I need a highly structured
and predictable environment? Do I work
best in a big organization or a small
one?”
“Do not try to change yourself—you are
unlikely to succeed. But work hard to
improve the way you perform. And try not
to take on work you cannot perform or
will only perform poorly.”
“To be able to manage yourself, you
finally have to ask, What are my values?”
This is not a question of ethics, which
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requires that you ask yourself, “What kind

of person do I want to see in the mirror in
the morning?”
Working in an organization whose value
system is unacceptable or incompatible
with your own condemns the person both
to frustration and nonperformance. To be
effective in an organization, you must be
compatible with the organization’s values.
They do not need to be the same, but
they must be close enough to coexist.
Otherwise, you will not only be frustrated
but also will not produce results.
By your mid-twenties, you should know
the answers to three questions: “What
are my strengths?” “How do I perform?”
and “What are my values?” And then you
can and should decide where you belong.
6 of 11 11-Sep-20, 14:02
“Successful careers are not planned.

They develop when people are prepared
for opportunities because they know their
strengths, their method of work, and their
values. Knowing where one belongs can
transform an ordinary person
—hardworking and competent but
otherwise mediocre—into an outstanding
performer.”
You must know what your contribution will
be. To answer that question, you must
address three distinct elements: “What
does the situation require? “Given my
strengths, my way of performing, and my
values, how can I make the greatest
contribution to what needs to be done?”
And finally, “What results have to be
achieved to make a difference?”
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Managing yourself requires taking

responsibility for relationships, which has
two parts.
“The first is to accept the fact that other
people are as much individuals as you
yourself are. They perversely insist on
behaving like human beings. This means
that they too have their strengths; they
too have their ways of getting things
done; they too have their values. To be
effective, therefore, you have to know the
strengths, the performance modes, and
the values of your coworkers.
“The second part of relationship
responsibility is taking responsibility for
communication. Don’t be afraid to say,
“This is what I am good at. This is how I
work. These are my values. This is the
8 of 11 11-Sep-20, 14:02
contribution I plan to concentrate on and

the results I should be expected to
deliver.” You will meet favorable
responses from colleagues.
Druckers explains that today’s knowledge
workers are bored after working for 40
years, and therefore, start a second
career to learn something new or
contribute to their community.
There are three ways to develop a
second career. The first is actually to start
one. The second way to prepare for the
second half of your life is to develop a
parallel career.
Finally, some people have been very
successful in their first careers. But due
to their work no longer challenging them,
start another activity like a nonprofit.
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The prerequisite for managing the

second half of your life is beginning long
before you enter it. If you don’t start
volunteering before you’re 40, you likely
won’t once past 60.
Recommended Reading
If you like Managing Oneself, you might

also like:
Deep Work: Rules for Focused Success
in a Distracted World by Cal Newport
Atomic Habits: An Easy & Proven Way to
Build Good Habits & Break Bad Ones by
James Clear
Rich Dad Poor Dad: What the Rich Teach
Their Kids About Money That the Poor
and Middle Class Do Not! by Robert T.
10 of 11 11-Sep-20, 14:02
Kiyosaki
Buy The Book: Managing

Oneself
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Book Summary: Managing Oneself by Peter Drucker about:reader?url=https://www.samuelthomasdavies.com/book-summarie...

Print | Audiobook | Get My Searchable

The Book in One Sentence

Managing Oneself is about discovering

Sam’s Five Favorite Ideas

1. Use feedback analysis to uncover your

Managing Oneself Summary

“The only way to discover your strengths

ignorance and overcome it.

And if you do work well with people, you

requires that you ask yourself, “What kind

“Successful careers are not planned.

Managing yourself requires taking

contribution I plan to concentrate on and

The prerequisite for managing the

If you like Managing Oneself, you might

Buy The Book: Managing

Business Book Summaries

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