Managing Oneself: Learning Objectives: Audit of Ones Career Strategy and Making It More Effective

Managing Oneself
-Peter Drucker
Learning Objectives:
Audit of ones career strategy and making it

more effective
Why Manage Oneself
 Unprecedented opportunity
 Opportunity = Responsibility
 Ownership to carve out your place
 Know when to change course.
 Keep self engaged and productive

How to Manage Oneself
 Cultivate deep understanding of self

 Audit Strengths/weaknesses
 How you learn
 How you work with others
 What you value
 Where you can make the greatest contribution
 Responsibility of Relationships
Managing Oneself
 What are my Strengths?
 How do I perform?
 What are my Values?

 Personal
 Professional.
 What can I contribute?
 Taking responsibility for relationships?

7 Clues to finding Strengths
 You consistently deliver A’s, rather than B’s or C’s.
 You get positive energy and feel positively engaged.
 You see the destination quickly.
 You balance seeming paradoxes.
 You make complicated things simple.
 You are calm, clear and deliver concrete results.
 You follow your passion, translate it into a clear purpose
and deliver peak performance
Human Skills
 Building Trust
 Handling conflicts
 Valuing Diversity
 Negotiating
5 A’s:
 Align
 Affection
 Appreciation
 Attention
 Acceptance
Conceptual Skills
 Judgment
 Creativity
Feedback analysis
Most feedback accentuates the negative
Three steps of feedback analysis
 Summarize in writing every key action and key decision.

 Record the results you expect to achieve with these actions and
decisions.
 Nine to 12 months later, compare the actual results to your

expectations.
It is a paradox of human psychology that while people remember

criticism, they respond to praise
Reflected Best Self (RBS) Exercise_ Recognise pattern

Five ways to improve performance
through feedback analysis:
1. Concentrate on your strengths
2. Work on improving strengths
Acquire skills and knowledge in order to fully realize your

strengths.
3. Recognize disabling habits
4. Remedy bad habits and bad manners
5. Figure out what you should not do

Personality Traits
 Reader or Listener
 Loner or Collaborator
 Decision maker or Advisor
 Work better in pressure or In relaxed atmosphere.
 Thinker or action oriented.
 Risk taker or Risk averse.
 Work better with technology or without technology
 Aggressive or Cool.
 Can say no or Cannot say no.
 Work more effectively in small or large organisation.
The five keys to matching
opportunities to your work style:
Where do I belong? And what can I contribute?
1. This is how I should do it.
2. This is how my work should be structured.
3. This is how my relationships should be.
4. These are the results you should expect from me.
5. This is the time frame in which you can expect

those results.
In other words, this is who I am and this is how I work.

Values
 Values compatible with the organisation's values.
 Need to be similar to coexist or will not be

productive and will create frustration.
 What you do well and your values affects

productivity.
Performance that violates values corrupts.

Contribution
Challenge self to be “Stretched” to achieve

an attainable goal.
Seek meaningful, visible and measurable

results.
Develop a course of action, steps to take,

where and how to start and set deadlines.
What should my contribution be?
 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?
 What results have to be achieved to make a
difference?
Results should be hard to achieve-they should require ‘stretching’, visible,
possible, measurable.
Find the areas of potential enhancement
of effectiveness
Prepare a table of :
 What to do?
 How to do?
 When to do?
 What is required
(logistics/trainings etc)
Responsibility for Relationships
Other people are as much individual as yourself.
 Make a list of people with whom you work closely.

 Inform them about your
work/strengths/plan/values/styles/contribution and
what they can contribute.
 Ask them about their
work/plan/values/styles/contribution and how can
you contribute.
 Taking responsibility for communication.

Why did you not tell me earlier?
Why did you not ask me earlier?
Managing others as a Leader
 Know people's strengths.

 Place them where they can make the
greatest contributions.
 Treat them as associates.
 Expose them to challenges.
What are you being paid for, and how much time do you
spend doing that?
Assumptions underline Drucker's method
 Drucker assumes that people are objective

when they evaluate themselves.
 He suggests that most people would come
to the right conclusions and make the right
inferences.
 He seems to underestimate the impact of
situational factors that could make it
impossible for people to try the job for which
they maybe hest suited.
The three options for the second
half of one's life
1. Second career, which presents the challenge
of doing something new and different.
2. Parallel career, which provides added

responsibilities outside of work, generally in
a nonprofit organization.
3. Social entrepreneurship, which leads to less

time at one's primary job and more time
with a nonprofit organization.
Developing Trusting Relationships
You can’t have success without trust. The word trust
embodies almost everything you can strive for that will help
you to succeed. You tell many human relationship that works
without trust, whether it is a marriage or a friendship or a
social interaction; in the long run, the same thing is true
about business, especially businesses that deal with the
public.
-Jim Burke, former Chairman and CEO, J & J ‘05
Harris Poll revealed that:

 22% of people tend to trust the media,
 8% trust political parties,
 27% trust the government,
 12% trust big companies.
The Economics of Trust
↓ Trust = ↓ Speed ↑ Cost
↑ Trust = ↑ Speed ↓ Cost

The 5 Waves of Trust
In the 8th Habit, Stephen Covey talks about
the 5 waves of trust. They are:
Self Trust
Relationship Trust
Organizational Trust
Market Trust
Societal Trust
The First Wave: Self-
Trust
Four Cores of Credibility
 Integrity: Being the same individual inside and out (no

gap between intent and behavior)
 Intent: Having a good plan, or purpose.
 Capabilities: Creating both personal and organizational

credibility.
 Results: Classify an individual as a producer and

performer
The end result of high character and high competence is
credibility, judgment, and influence.
Second Wave: Relationship Trust
 Talking Straight  Confronting Reality

 Demonstrating  Clarifying
Respect Expectations
 Creating  Practicing
Transparency Accountability
 Righting Wrongs  Listening First
 Showing Loyalty  Keeping
 Delivering Results Commitments
 Getting Better
 Extending Trust
Smart Trust
High
Zone 4 Zone 2
Suspicion Judgment
“Distrust” “Smart Trust”
Analysis
Zone 3 Zone 1
Indecision Gullibility
“No Trust” “Blind Trust”
Low
Propensity High
Take Away
Organizations are not built on force but on trust
 Recognize ones strengths where improvements needed.

 Recognize personality traits.
 What one does well -even very well and successfully -
may not fit with one's value system.
 Response to congruency of organizational and personal
value systems.
 Given the situation and ones strengths how can one
make greater contribution to the results.
 Taking responsibility of relationship.
 Plan for deeper initiatives and scope for improved
communication with select individuals.

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Managing Oneself

Audit of ones career strategy and making it

 Ownership to carve out your place

 Know when to change course.

 Keep self engaged and productive

 Cultivate deep understanding of self

 What are my Values?

 What can I contribute?

 Taking responsibility for relationships?

Three steps of feedback analysis

 Summarize in writing every key action and key decision.

 Nine to 12 months later, compare the actual results to your

It is a paradox of human psychology that while people remember

Reflected Best Self (RBS) Exercise_ Recognise pattern

2. Work on improving strengths

Acquire skills and knowledge in order to fully realize your

3. Recognize disabling habits

4. Remedy bad habits and bad manners

5. Figure out what you should not do

1. This is how I should do it.

2. This is how my work should be structured.

3. This is how my relationships should be.

4. These are the results you should expect from me.

5. This is the time frame in which you can expect

In other words, this is who I am and this is how I work.

 Need to be similar to coexist or will not be

 What you do well and your values affects

Performance that violates values corrupts.

Challenge self to be “Stretched” to achieve

Seek meaningful, visible and measurable

Develop a course of action, steps to take,

 What does the situation require?

 Make a list of people with whom you work closely.

 Taking responsibility for communication.

 Know people's strengths.

 Drucker assumes that people are objective

2. Parallel career, which provides added

3. Social entrepreneurship, which leads to less

Harris Poll revealed that:

↓ Trust = ↓ Speed ↑ Cost

↑ Trust = ↑ Speed ↓ Cost

Four Cores of Credibility

 Integrity: Being the same individual inside and out (no

 Intent: Having a good plan, or purpose.

 Capabilities: Creating both personal and organizational

 Results: Classify an individual as a producer and

 Talking Straight  Confronting Reality

 Recognize ones strengths where improvements needed.

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