“The only way to discover your strengths is through feedback analysis. Whenever you make a key decision, or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.”
Feedback analysis reveals where your strengths lie. Moreover, it highlights what you are doing or failing to do to take full advantage of your strengths.
Following any feedback analysis, put yourself where your strengths can produce results, work on improving your strengths, and discover where your intellectual arrogance is causing disabling ignorance and overcome it.
“Work on acquiring the skills and knowledge you need to fully realize your strengths.”
“The first thing to know about how you perform is whether you are a reader or a listener. The second thing to know is how you learn.”
“Of all the important pieces of self-knowledge, understanding how you learn is the easiest to acquire.”
Drucker says the first questions to ask when understanding how you learn is, “Am I a reader or a listener?” and “How do I learn?” To manage yourself effectively, you also have to ask, “Do I work well with people, or am I a loner?” And if you do work well with people, you must ask, “In what relationship?”
Managing yourself requires taking responsibility for relationships, which has two parts: understanding others' strengths, performance modes, and values, and communicating your own.
“The second part of relationship responsibility is taking responsibility for communication. Don’t be afraid to say, “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.”