Omar Usman – CEO Of Your Career 3 Things I Learned from Managing Oneself Peter Drucker
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The speaker discusses the book Managing Oneself by Peter Drucker, which provides advice on how to become the CEO of one's own career. The book provides feedback analysis to identify one's strengths and gives advice on how to operate in one's strengths zone. The speaker also emphasizes the importance of identifying one's strengths and setting oneself up early to achieve success in a career.
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In this video, I'm sharing 3 things I
learned from the book Managing Oneself by Peter
Drucker. This book, the basics of it, is
a really short book, and it's basically how
to become the CEO of your own career,
how to take charge and set yourself up
for success. The first thing that I learned
was to use feedback analysis to identify your
strengths. Now this is a little bit of
a different angle. We understand how to find
our strengths. We'll take assessment tests, for example,
strength finder 2.0.
We'll interview friends and ask people close to
us or coworkers, you know, what are my
strengths? What am I good at? What types
of things do you think that I succeed
at? And we also tend to kinda look
back at our own past accomplishments and try
to figure out, like, well, I did that
really well, and I did this thing really
well.
The problem with that is it's a little
bit more subjective and even with our own
selves, we look at our own accomplishments with
a little bit of, you know, positive revisionist
history. What Rekka recommends doing is to create
a system where you sit down and take
the things that you're working on and say,
okay,
9 months out, 12 months out,
these are the results that I expect. And
after a year you can visit it and
benchmark and see, okay,
did I actually hit the target that I
was expecting? Did I exceed expectations? Did I
meet them? Did I fall below them? And
using that method, you can identify
from a more database perspective,
here are the things that I was good
at. Now another thing about your strengths, he
said you should operate in your strength zone,
but one thing to keep in mind is
don't become intellectually arrogant
because of a certain level of expertise. So
he gives an example that, let's say, an
engineer might say, look, I'm very quantitative, I
need data, I'm very scientific,
don't bother me with feelings and emotions and
people things. On the other hand, you might
have, let's say, an HR person who says,
okay, look I'm a very strong people person,
don't bother me with these basic accounting things
and this and that. Now
he says you do want to operate and
work in your strength zone, but at the
same time, you need to know functionally what
you need in order to be successful at
that strengths area. So for example, let's say
you've got a creative person, photographer, artist, graphic
designer,
but they might say, you know what, I'm
terrible at communication, I'm terrible at email, and
and so they never communicate with their clients.
Chances are they'll lose a lot of their
business. So
they might not be strong at communication to
the point where they become like a project
manager,
but they need to be functional in the
sense that they have to be good enough
where it allows them to be able to
do the creative work very well.
The other thing that Drucker says is to
make sure that you focus on improving your
strengths as much as possible. We we know
we've kinda heard this, But one thing that
he laid out that I thought was really
interesting was he said that it takes a
lot more work
to go from completely incompetent
to even a level of being mediocre
than it does to go from good to
great or even great to excellent. So once
you determine your strengths,
put the bulk of your effort there and
focus on getting as good as possible.
The second thing that I learned from this
book was Drucker saying make a decision as
to whether you're an advisor or a decision
maker. And this kinda plays with the whole
strengths thing. He says some people are better
suited to an advisory capacity, meaning that they
can offer input, they can help to shape
decision making,
and other people are strong decision makers, meaning
they can take that info, they can be
decisive, commit, and then execute.
You know, the thing is that we all
want to be the decision maker, we all
wanna be the top person. You have to
identify where you where you operate best. One
thing that he gives us an example, he
says someone that might be a number one
person, so they're a really good decision maker,
their number 2 almost by definition will be
a strong advisor because that decision maker needs
a trusted advisor
in that role to help them make decisions.
Now when something happens to that number one
person and they're out of that role, the
number 2 person gets promoted and now what
do you have? You have someone who's a
strong adviser put into a decision making capacity
and a lot of times it doesn't work
out so well. So identify which one of
these roles works best for you and then
go forward. The third thing that I learned
was to prepare for the second half of
your career during the first half. Now a
lot of people there's, you know, they're in
a job where they might not be so
passionate about it or they might have the
whole, well, I do this by day but
on weekends I do something else. And so
Drucker says identify that work that gives you
that meaningful contribution and fulfillment
and start doing it early. And he says
that, you know, you have to set yourself
up. If you're passionate about a non profit
or, you know, some type of non profit
work,
if you don't volunteer anytime before the age
of 40, you're probably not gonna do it
after the age of 60 no matter how
many times you tell yourself that once I
retire I'm gonna do this. You have to
take those steps ahead of time. So if
you've got something else that gives you more
fulfillment, that gives you more meaning, set yourself
up earlier. Take on side projects,
take on freelance work, take it on as
a hobby, but whatever it is that you
wanna do, you have to start doing it
much earlier than you think. So that when
the opportunity comes you can make that transition.
And the other thing is that in an
age where there's not as much uncertain where
there is a lot of uncertainty
and we don't know that we're gonna be
the same career for a long period of
time, the more skills that we develop on
the side, the more things that we're able
to get good at, the more opportunity that
we create for ourselves
for the times that we need it. That's
3 things I learned from the book Managing
Oneself by Peter Drucker. If you enjoyed the
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there's more information about the book in the
description below hope to see you next time
thanks