管理自己1.docx

管理自己1.docx

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管理自己1

ManagingOneself

ByPeter.F.Drucker

Weliveinanageofunprecedentedopportunity:

Ifyou’vegotambitionandsmarts,youcanrisetothetopofyourchosenprofession,regardlessofwhereyoustartedout.

Butwithopportunitycomesresponsibility.Companiestodayaren’tmanagingtheiremployees’careers;knowledgeworkersmust,effectively,betheirownchiefexecutiveofficers.It’suptoyoutocarveoutyourplace,toknowwhentochangecourse,andtokeepyourselfengagedandproductiveduringaworklifethatmayspansome50years.Todothosethingswell,you’llneedtocultivateadeepunderstandingofyourself—notonlywhatyourstrengthsandweaknessesarebutalsohowyoulearn,howyouworkwithothers,whatyourvaluesare,andwhereyoucanmakethegreatestcontribution.Becauseonlywhenyouoperatefromstrengthscanyouachievetrueexcellence.

History’sgreatachievershavealwaysmanagedthemselves.That,inlargemeasure,iswhatmakesthemgreatachievers.Buttheyarerareexceptions,sounusualbothintheirtalentsandtheiraccomplishmentsastobeconsideredoutsidetheboundariesofordinaryhumanexistence.Now,mostofuswillhavetolearntomanageourselves.Wewillhavetolearntodevelopourselves.Wewillhavetoplaceourselveswherewecanmakethegreatestcontribution.Andwewillhavetostaymentallyalertandengagedduringa50-yearworkinglife,whichmeansknowinghowandwhentochangetheworkwedo.

WhatAreMyStrengths?

Mostpeoplethinktheyknowwhattheyaregoodat.Theyareusuallywrong.Moreoften,peopleknowwhattheyarenotgoodat—andeventhenmorepeoplearewrongthanright.Andyet,apersoncanperformonlyfromstrength.Onecannotbuildperformanceonweaknesses,letaloneonsomethingonecannotdoatall.

Throughouthistory,peoplehadlittleneedtoknowtheirstrengths.Apersonwasbornintoapositionandalineofwork:

Thepeasant’ssonwouldalsobeapeasant;theartisan’sdaughter,anartisan’swife;andsoon.Butnowpeoplehavechoices.Weneedtoknowourstrengthsinordertoknowwherewebelong.

Theonlywaytodiscoveryourstrengthsisthroughfeedbackanalysis.Wheneveryoumakeakeydecisionortakeakeyaction,writedownwhatyouexpectwillhappen，andlatercomparetheactualresultswithyourexpectations.Practicedconsistently,thissimplemethodwillshowyouwithinafairlyshortperiodoftime,maybetwoorthreeyears,whereyourstrengthslie—andthisisthemostimportantthingtoknow.Themethodwillshowyouwhatyouaredoingorfailingtodothatdeprivesyouofthefullbenefitsofyourstrengths.Itwillshowyouwhereyouarenotparticularlycompetent.Andfinally,itwillshowyouwhereyouhavenostrengthsandcannotperform.

Severalimplicationsforactionfollowfromfeedbackanalysis.Firstandforemost,concentrateonyourstrengths.Putyourselfwhereyourstrengthscanproduceresults.Second,workonimprovingyourstrengths.Analysiswillrapidlyshowwhereyouneedtoimproveskillsoracquirenewones.Itwillalsoshowthegapsinyourknowledge—andthosecanusuallybefilled.Third,discoverwhereyourintellectualarroganceiscausingdisablingignoranceandovercomeit.Fartoomanypeople—especiallypeoplewithgreatexpertiseinonearea—arecontemptuousofknowledgeinotherareasorbelievethatbeingbrightisasubstituteforknowledge.First-rateengineers,forinstance,tendtotakeprideinnotknowinganythingaboutpeople.Humanbeings,theybelieve,aremuchtoodisorderlyforthegoodengineeringmind.Humanresourcesprofessionals,bycontrast,oftenpridethemselvesontheirignoranceofelementaryaccountingorofquantitativemethodsaltogether.Buttakingprideinsuchignoranceisself-defeating.Gotoworkonacquiringtheskillsandknowledgeyouneedtofullyrealizeyourstrengths.

Itisequallyessentialtoremedyyourbadhabits—thethingsyoudoorfailtodothatinhibityoureffectivenessandperformance.Suchhabitswillquicklyshowupinthefeedback.Forexample,aplannermayfindthathisbeautifulplansfailbecausehedoesnotfollowthroughonthem.Likesomanybrilliantpeople,hebelievesthatideasmovemountains.Butbulldozersmovemountains;ideasshowwherethebulldozersshouldgotowork.Thisplannerwillhavetolearnthattheworkdoesnotstopwhentheplaniscompleted.Hemustfindpeopletocarryouttheplanandexplainittothem.Hemustadaptandchangeitasheputsitintoaction.Andfinally,hemustdecidewhentostoppushingtheplan.

Atthesametime,feedbackwillalsorevealwhentheproblemisalackofmanners.Mannersarethelubricatingoilofanorganization.Itisalawofnaturethattwomovingbodiesincontactwitheachothercreatefriction.Thisisastrueforhumanbeingsasitisforinanimateobjects.Manners—simplethingslikesaying“please”and“thankyou”andknowingaperson’snameoraskingafterherfamily—enabletwopeopletoworktogetherwhethertheylikeeachotherornot.Brightpeople,especiallybrightyoungpeople,oftendonotunderstandthis.Ifanalysisshowsthatsomeone’sbrilliantworkfailsagainandagainassoonascooperationfromothersisrequired,itprobablyindicatesalackofcourtesy—thatis,alackofmanners.

Comparingyourexpectationswithyourresultsalsoindicateswhatnottodo.Weallhaveavastnumberofareasinwhichwehavenotalentorskillandlittlechanceofbecomingevenmediocre.Inthoseareasaperson—andespeciallyaknowledgeworker—shouldnottakeonwork,jobs,andassignments.Oneshouldwasteaslittleeffortaspossibleonimprovingareasoflowcompetence.Ittakesfarmoreenergyandworktoimprovefromincompetencetomediocritythanittakestoimprovefromfirst-rateperformancetoexcellence.Andyetmostpeople—especiallymostteachersandmostorganizations—concentrateonmakingincompetentperformersintomediocreones.Energy,resources,andtimeshouldgoinsteadtomakingacompetentpersonintoastarperformer.

HowDoIPerform?

Amazinglyfewpeopleknowhowtheygetthingsdone.Indeed,mostofusdonotevenknowthatdifferentpeopleworkandperformdifferently.Toomanypeopleworkinwaysthatarenottheirways,andthatalmostguaranteesnonperformance.Forknowledgeworkers,HowdoIperform?

maybeanevenmoreimportantquestionthanWhataremystrengths?

Likeone’sstrengths,howoneperformsisunique.Itisamatterofpersonality.Whetherpersonalitybeamatterofnatureornurture,itsurelyisformedlongbeforeapersongoestowork.Andhowapersonperformsisagiven,justaswhatapersonisgoodatornotgoodatisagiven.Aperson’swayofperformingcanbeslightlymodified,butitisunlikelytobecompletelychanged—andcertainlynoteasily.Justaspeopleachieveresultsbydoingwhattheyaregoodat,theyalsoachieveresultsbyworkinginwaysthattheybestperform.Afewcommonpersonalitytraitsusuallydeterminehowapersonperforms.

AmIareaderoralistener?

Thefirstthingtoknowiswhetheryouareareaderoralistener.Fartoofewpeopleevenknowthattherearereadersandlistenersandthatpeoplearerarelyboth.Evenfewerknowwhichofthetwotheythemselvesare.

Fewlistenerscanbemade,orcanmakethemselves,intocompetentreaders—andviceversa.Thelistenerwhotriestobeareaderwill,therefore,sufferthefateofLyndonJohnson,whereasthereaderwhotriestobealistenerwillsufferthefateofDwightEisenhower.Theywillnotperformorachieve.

HowdoIlearn?

Thesecondthingtoknowabouthowoneperformsistoknowhowonelearns.Manyfirst-classwritersdopoorlyinschool.Theytendtoremembertheirschoolingaspuretorture.Yetfewoftheirclassmatesrememberitthesameway.Theymaynothaveenjoyedtheschoolverymuch,buttheworsttheysufferedwasboredom.Theexplanationisthatwritersdonot,asarule,learnbylisteningandreading.Theylearnbywriting.Becauseschoolsdonotallowthemtolearnthisway,theygetpoorgrades.

Schoolseverywhereareorganizedontheassumptionthatthereisonlyonerightwaytolearnandthatitisthesamewayforeverybody.Buttobeforcedtolearnthewayaschoolteachesissheerhellforstudentswholearndifferently.Indeed,thereareprobablyhalfadozendifferentwaystolearn.

Therearepeople,likeChurchill,wholearnbywriting.Somepeoplelearnbytakingcopiousnotes.Beethoven,forexample,leftbehindanenormousnumberofsketchbooks,yethesaidheneveractuallylookedatthemwhenhecomposed.Askedwhyhekeptthem,heisreportedtohavereplied,“IfIdon’twriteitdownimmediately,Iforgetitrightaway.IfIputitintoasketchbook,IneverforgetitandIneverhavetolookitupagain.”Somepeoplelearnbydoing.Otherslearnbyhearingthemselvestalk.

Ofalltheimportantpiecesofself-knowledge,understandinghowyoulearnistheeasiesttoacquire.WhenIaskpeople,“Howdoyoulearn?

”mostofthemknowtheanswer.ButwhenIask,“Doyouactonthisknowledge?

”fewansweryes.Andyet,actingonthisknowledgeisthekeytoperformance;orrather,notactingonthisknowledgecondemnsonetononperformance

AmIareaderoralistener?

andHowdoIlearn?

arethefirstquestionstoask.Buttheyarebynomeanstheonlyones.Tomanageyourselfeffectively,youalsohavetoask,DoIworkwellwithpeople,oramIaloner?

Andifyoudoworkwellwithpeople,youthenmustask,Inwhatrelationship?

Somepeopleworkbestassubordinates.Somepeopleworkbestasteammembers.Othersworkbestalone.Someareexceptionallytalentedascoachesandmentors;othersaresimplyincompetentasmentors.

Anothercrucialquestionis,DoIproduceresultsasadecisionmakeroras