And the best way to do this is through feedback analysis.

So, the first step toward greatness is discovering your strengths. One cannot build performance on weaknesses, let alone on something one cannot do at all.” Unfortunately, as Drucker writes, “a person can perform only from strength. Most people know their weaknesses much better than they know their strengths. So, get ready to learn how to determine and develop your strengths so that you can find your place in this world and make a valuable contribution! What are my strengths? Drucker, the founder of modern management, offers a few guidelines that should help you lay down the framework for your understanding of yourself. This article challenges readers to take responsibility for managing their futures, both in and out of the office.Whether Napoléon, da Vinci, or Mozart – most of the great men from history achieved as much as they did, in large part, because they were excellent managers of their strengths, values, and responsibilities. They develop when people are prepared for opportunities because they have asked themselves those questions, and they have rigorously assessed their unique characteristics. Successful careers today are not planned out in advance. If you do that, you can transform yourself from an ordinary worker into an outstanding performer. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. He challenges each of us to ask ourselves fundamental questions: What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be? Don't try to change yourself, cautions Drucker. But, Drucker says, very few people actually know-let alone take advantage of-their unique strengths. It may seem obvious that people achieve results by doing what they are good at and by working in ways that fit their abilities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work that we do. We have to place ourselves where we can make the greatest contribution to our organizations and communities. What does that mean? According to Peter Drucker, it means we have to learn to develop ourselves. Today, we must all learn to manage ourselves. Throughout history, people had little need to manage their careers-they were born into their station in life or, in the recent past, they relied on their companies to chart their career paths.

Peter drucker managing yourself