We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.
“The best self-help piece that is ever written… Whenever I stall, I grab Managing Oneself.” ― Darius Faroux, author of Massive Life Successes, Founder of Procrastinate Zero, as seen on Medium
About the Author
Peter Drucker was a writer, teacher, and consultant. His thirty-four books have been published in more than seventy languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled thirteen governments, public services institutions, and major corporations.
Most helpful customer reviews
132 of 134 people found the following review helpful.
A good article, a bad book
If you're like me, you were recommended this book by Tai Lopez. If that's the case, why are you reading reviews? (I.e., don't listen to just anyone.)
This "book" isn't actually a book. It's a reprinting of an article published in Harvard Business Review January 2005, which I realized I had laying around the house! I read that first, then when I opened this book was rather shocked to realize it was an exact reprint stretched from 10 magazine pages to 50 in 24+ pt font size.
Frankly, this book isn't a book by the standards you probably have. As other reviewers have lamented, Drucker mentions something important then just moves on, giving no steps on how to go about figuring it out. What you get is a barebones explication of managing oneself, and it has a few good insights. The semantic point aside---that it shouldn't be called a book---you will probably learn a few pointers about managing oneself. But you will be greatly disappointed if you expect there to be much more than an outline of what you should do in general.
Here's what it covers:
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
You'll notice that they are mostly questions. The article really seems to just be a (guided) impetus to think about certain important things in your life. The shortness of the book is really a reflection that YOU have to do the work of figuring out the answers.
1 of 1 people found the following review helpful.
By Todd Mckeever
Again, Peter Drucker always has good things to say. This short book is no different. Peter takes you through some basic concepts and practices but makes you feel like they are all new.
My biggest complaint with this book is basically, the price compared to the size of the book. Even the audio is expensive for this short read.
2 of 2 people found the following review helpful.
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Common Sense, sort of
By Amazon Customer
Very short, quick read, that codifies what should be common sense. The bit about people who process information best orally versus written in particular was useful.
I knew this was a thing, it came up in psych 101 back in college. I never really thought to apply it to how I work with other people though, and instead just lamented that some people never read my emails.