Regarding self-management, the following seven dimensions are the improvement directions proposed by peter drucker, the "father of modern management":
1. What are my strengths?
Most people think they know what they are good at. Actually, it's not. More often, people only know what they are not good at-even at this point, people are often unclear.
However, if a person wants to make a difference, he can only rely on his own strengths. If he is not good at it, he can achieve nothing, let alone things that he can't do at all.
. First and foremost, focus on your own advantages and put yourself in a place where you can give play to your advantages.
Second, strengthen your own strengths.
Third, find any prejudice and ignorance caused by relying on talents and arrogance, and overcome them.
It is also important to correct your bad habits.
The so-called bad habits refer to those things that will affect your work effectiveness and performance. This habit can be quickly reflected in the feedback.
2. What is my working style?
Just like a person's strengths, a person's working style is also unique. This is determined by a person's personality.
Whether personality is innate or acquired, it must have been formed long before a person enters the workplace. Usually, several common personality traits determine a person's work style.
Am I a reader or an audience? First, you need to find out whether you are a reader (used to reading information) or a listener (used to listening to information).
Most people don't even know that there are readers and listeners, and few people are both readers and listeners. Even fewer people know what type they belong to.
3. How do I study?
To understand a person's work style, the second thing is to understand how he studies.
Am I a reader or an audience? How do I study? This is the first question you have to ask yourself.
However, these problems are obviously not enough. If you want to manage yourself well, you need to ask the following questions:
Can I work well with others?
Or do you like someone?
If you really have the ability to cooperate with others, you should ask this question:
What is my relationship with others?
Some people work best as team members. Others had better work alone. Some people are particularly talented as coaches and mentors, while others are incapable of becoming mentors.
Another key question is, as a decision maker or consultant, how can I achieve results? Many people will do well as consultants, but they can't bear the burden and pressure of decision-making.
On the contrary, there are many people who need consultants to force them to think, and then they can make a decision and implement it quickly, confidently and boldly.
Other important questions that help you understand yourself include:
Do I perform well under pressure, or do I adapt to a step-by-step and predictable work environment?
Is it best for me to work in a big company or a small company?
Few people can work well in all kinds of environments.
The following conclusions deserve our repeated emphasis:
Don't try to change yourself, because you are unlikely to succeed. However, you should try to improve your working style. In addition, don't do work that you can't do or can't do well.
4. What are my values?
To manage yourself, the last question you have to ask is:
What are my values?
This is not a question of ethics, moral principles are the same for everyone.
The ethics we respect require you to ask yourself:
What kind of person do I want to see in the mirror every morning?
Morality is only a part of the value system-especially for the value system of an organization.
If an organization's value system is not accepted by itself or incompatible with its own values, people will feel depressed and work inefficiently.
Organizations have values like people. In order to be effective in an organization, personal values must be consistent with the values of this organization.
The values of the two don't have to be the same, but they must be close enough to survive. Otherwise, this person will not only feel depressed in the organization, but also fail to make achievements.
5. Where do I belong?
A few people already know where they belong. However, most people, especially talented people, don't know where they will be until they are at least twenty-five or six years old.
However, by this time, they should know the answers to the three questions mentioned above:
What are my strengths?
How do I work?
What are my values?
Then, they can and should decide where they should put their energy.
Or, they should be able to decide where they don't belong. People who already know that they can't do well in big companies should learn to refuse to work in big companies. People who already know that they are not suitable to be decision makers should learn to refuse to make decisions.
A successful career is not planned in advance, but comes naturally when people know their own advantages, working methods and values and are ready to seize the opportunity.
Knowing where you belong, you can turn an ordinary person who is diligent and capable but has average performance into an excellent worker.
6. What contribution should I make?
Throughout the history of human development, most people never need to ask such a question: what contribution should I make?
Because what contribution they should make is told by others, their tasks are either determined by the work itself (such as the tasks of farmers or craftsmen) or by their owners (such as the tasks of servants).
In the past, people were mostly in a subordinate position, and it was natural that they would do whatever others told them to do.
What should my contribution be?
To answer this question, people must consider three different factors:
What are the requirements of the current situation?
Given my strengths, working style and values, how can I make the greatest contribution to the tasks that need to be completed?
Finally, what kind of results must be achieved to have an important impact?
Generally speaking, if the time span of a plan exceeds 18 months, it is difficult to be specific.
Therefore, in most cases, the question we should ask is:
In what ways can I achieve effective results in the next year and a half?
How to achieve such a result?
To answer this question, we must weigh several aspects.
First of all, these achievements should be relatively difficult to achieve-to use a current buzzword, it is necessary to have "stretching". However, these achievements should also be within our power.
After determining the results to be achieved, you can make an action plan:
What to do, where to start, how to start, what is the goal, and how long to finish.
7, responsible for interpersonal relationships
Except for a few great artists, scientists and athletes, few people have made achievements on their own. Whether members of organizations or self-employed, most people have to cooperate with others, and it is an effective cooperation. To achieve self-management, you need to be responsible for your interpersonal relationship. This includes two parts.
The first thing is to accept the fact that others are individuals like you, and they will insist on showing their personality as human beings.
In other words, they also have their own strengths, their own way of doing things and their own values.
Therefore, in order to be effective, you must understand the advantages, working methods and values of the relevant personnel.
People who work with them have the responsibility to observe them, understand their working methods, and make corresponding self-adjustment to adapt to the boss's most effective working methods. Actually, this is the secret of "managing" the boss.
This method is suitable for all people who have relations with you. Everyone has his own way of doing things and has the right to work in his own way, not in your own way.
What matters is whether they can make a difference and what kind of values they hold. As for the way of working, people are different.
The first secret of improving efficiency is to know the people you cooperate with and rely on, so as to make use of their strengths, working methods and values. A working relationship should be based on work and people.
The second part of interpersonal responsibility is communication responsibility.
When I or others start consulting an organization, the first thing we hear is related to personality conflict. Most of these conflicts are due to:
People don't know what others are doing, what kind of work they are doing, what kind of contribution they are focusing on, and what kind of results they expect.
The reason why these people don't know the situation is that they don't ask and the result is unknown.
Most people work with people with different tasks and responsibilities.
Organizations are no longer based on power, but on trust. Mutual trust between people does not necessarily mean that they like each other, but that they know each other.