Reading notes on the essay of same name by Peter Drucker

  • Most self-evaluation on one’s own strength and weakness are not reliable - has to go through proper try-feedback loop over some time, AT LEAST couple of months
  • Focusing on improving strength instead of weakness
  • Things need to figure out on people, again, NOT by self-evaluation:
  • Reader or listener, i.e., needs preparation or on the spot
  • Work with people or alone?
  • Advisor or decision maker?
  • Under stress or predicative environment?
  • Big corporation or small one?
  • When short term results are in conflict with long-term growths. A company’s value will determine the priority
  • A Plan > 18 months is hard to stay clear and specific
  • The key to up-management is to understand in which your boss works in the most efficient way, and adjust to that
  • Communicate with your 360 clearly:
    • This is what I am good at.
    • This is how I work.
    • These are my values.
    • This is the contribution I plan to concentrate on and the results I should be expected to deliver
    • And ask them the same thing (NOT via plain self-evaluation though!)
  • The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another
  • Don’t try hard to change people’s behaviors