Back in 1999, Peter Drucker, the late, great godfather of management consulting, wrote a classic article for Harvard Business Review titled “Managing Oneself”.
Drucker is known for his timeless wisdom and this article did not disappoint. In it, he offered a five-question process for managing oneself that is as relevant today as it was 26 years ago:
- What are my strengths? – Drucker advocated creating feedback for yourself by writing down key outcomes you expect to generate and then pulling up several months later to assess your results and look for the personal strength performance patterns in what you accomplished – or didn’t.
- How do I work? – Are you a reader or a listener? A soloist or a teamer? A decider or an advisor? Prefer pressure or predictability? Ideally, the work you do will play to your preferences.
- What are my values? – Do your personal values and code align with your organization’s? If yes, continue on. If not, make a change.
- Where do I belong? – If your strengths, working style, and values align with your role and organization, you’ve got a great chance of being a star.
- What can I contribute? – Assess what’s needed most and then bring your strengths, style and values to bear to deliver that.
I’m not here to argue with Peter Drucker. I totally think his five questions on managing oneself hold up today for performers and leaders at all levels in all sectors in organizations of all sizes. I particularly love, encourage, and try to practice the self-reflective approach he advocates in the article.
And, with all of that said, I think we know and understand some things about human performance and life in 2025 that weren’t as well understood or just different than when Drucker offered his advice in 1999. So, humbly offered, here are some additional self-management practices that I would add to Drucker’s excellent guidance:
- Sustain your strengths – Like a lot of people who keep doing what they love to do, Peter Drucker lived a long life – he worked almost until the day he died at age 95. Today we know more about what it takes to sustain your strengths over the long run. In the physical domain, it comes down to what you eat, how much you move, and how much good sleep you get. In the mental domain, it’s about staying engaged in continuous learning as Drucker did. And, as the Harvard longevity study informs us, strong relationships are the number one factor in in creating the health-span that enables you to sustain your strengths over the long run.
- Give yourself space to work – One thing Drucker didn’t have to deal with was the information overload of the digital age. To manage yourself to live and lead at your unique version of best, give yourself regular scheduled breaks from all the input to reflect and relax. Your brain will be working in the background, and you’ll come back to the work with fresh energy and insights.
- Honor your principles and values – In 2025, basic assumptions and understanding about things like critical thinking, civil society, citizenship, and what qualifies as a fact are challenged in ways they were not in 1999. To avoid getting caught up in the swirl, reflect on the principles and values that have guided you over the years, write them down, and use them as guidance as you move through the world.
- Align purpose with performance – The pace of change and the pressure to compete in 2025 can quickly drain your energy. To manage yourself well, clearly define your personal purpose and then assess how it connects with your organization’s mission and approach. If you have alignment, you’ll likely have meaning and momentum in your work. If you’re misaligned, don’t ignore it. Decide whether to adapt, influence, or make a change.
- Contribute with sustainability in mind – The cycle speed of 2025 makes sustainable contribution as important as meaningful contribution. To hit your sweet spot between the two, create a contribution map for the year: a short list of the results that only you can influence or deliver at work, at home, and in your community. Combined with the practices needed to sustain your strengths, you’ll position yourself to contribute in meaningful ways over the long run.
That’s my take; what’s yours? What’s working for you in managing yourself effectively? Leave a comment on LinkedIn or email me – I’d love to hear and share your best practices.
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