If you practice feedback analysis consistently for 2-3 years, it will: What unproductive habits are preventing you from creating the outcomes you desire? What abilities do you need to enhance in order to get the results you want?

What results are you skilled at generating? The “feedback” is the difference between your anticipated outcome and what actually happens Whenever you make a key decision or take a key action, write down what you expect will happen.ĩ-12 months later, compare the actual results with your expectations. The only way to discover your strengths and weaknesses is through feedback analysis: Most people think they know what they are good and bad at ⇒ they are usually wrong. (RKL: Isn’t it lazy/wrong to avoid improving on some weaknesses?) Only when you operate from strengths can you achieve true excellence ⇒ A knowledge worker should not take on work in areas of weakness ⇒ It takes way more effort to improve from incompetence to mediocrity in an area of weakness than to improve from first-rate performance to excellence in an area of strength. What are your most valuable strengths and most dangerous weaknesses? To manage your career well, you must cultivate a deep understanding of yourself ⇒ to do this, you must answer 5 questions: The prediction of the decline and marginalization of the blue-collar workerĪs a knowledge worker, it’s now your responsibility to manage your own 50-plus-year career and keep yourself engaged and productive. The simplification of business models (and management focus) through outsourcing ⇒ 'Do what you do best and outsource the rest' The idea that a company’s primary responsibility is to serve its customers and that profit is not the primary goal, but rather a necessary condition for a company’s sustainability.

Managing oneself peter drucker hbr