Hi, I am Elon Musk, managing myself consists of engineering the future at Space X and Tesla. Ha-ha, I am not even one-tenth of the beast known as Elon, but he is the best demonstration of this books key messages. Managing Oneself by Peter F. Drucker has been taking people to new levels for a decade now. At only fifty-five short pages, this book could be the best lunch break of your life.

Peter, starts out by reminding us that everyone has choices now. It is not like the old days where if you were born to wealth or a blacksmith, that determined your trade. Drucker explains that feedback is an excellent way of making the right choices in life, compare your expectations to your logged results. From here there are three steps to follow.

Work on your strengths, improve your strengths, and lastly overcome intellectual arrogance. Said arrogance is a psychological fallacy where you think that you are of a higher intelligence because you know a ton about one subject. Corporations are partly to blame for this they want people to be specialist in one or two things.

A quote that I enjoyed was that an idea without action is a zero. Peter also warns us not to work too much on our weaknesses. To me, this depends on the context, like the cup half full or empty test. If my flexibility is one of my weaknesses that directly impacts my health than of course, I need to work on it. On the other hand, if my programming umbrella only covers a few scripts than outsourcing a large HTML project would be a better choice.

This book will constantly ask important questions; I think I might know what it feels like talking to a shrink now. For starters, how do I perform? Everyone is different therefore different variables will impact our performance. A big one is, are you a reader or a listener? Next, what are your values? Peter, calls this the mirror test, be the person that you want to see in the mirror. Values also affect leadership, if the captain of the ship believes strongly in the mission the crew will follow. This next question should be realized no later than one’s mid-twenties, and that is where do I belong?

Once you know where you belong, what should you contribute? Peter divided this into two more questions. Based on my performance how can I make the greatest contribution to task x, what results must be achieved to make a difference. Then the second to last section is all about us, and our responsibility for relationships. Having a team, one person’s strengths can cancel out another’s weaknesses. For example, if you work under someone else make sure that you make them more effective, this was brought up in the 48 Laws of Power.

Two more key points, not asking questions is stupid, and organizations are only built on trust. I am not a big fan of the last section of the book you can check it out to see if it is relevant to you. If all I did with this post was to help you know yourself better than it is all worth it. Don’t forget to use the comments section and to check out the rest of the site, fin.