Amazing insights from a management guru that still apply today!
In any era, in any work, there are unshakable principles.
The ability to achieve results ultimately comes down to self-discipline!

Peter Drucker's masterpiece for knowledge workers and managers
Includes a foreword by Jim Collins commemorating the 50th anniversary of the publication.

The newly translated and revised 5th edition of Peter Drucker's Self-Management Notes, which has been praised as a must-read economics and management book for everyone, has been published.
This edition, translated by Jang Young-cheol, co-director of the Peter Drucker Society, includes a foreword by Jim Collins commemorating the 50th anniversary of the publication.
Peter Drucker's "Self-Management Notes" has been translated and introduced in more than 24 countries around the world, and has become a must-read for all office workers, from executives to new employees.
Economics guru Peter Drucker has compiled his 20 years of diverse consulting experience and his rational and sharp insights into organizations, work, and management into this book.


Even though artificial intelligence performs most of the work today, it cannot completely replace human creativity and mental labor, and we have entered an era where management, supervision, and rational coordination are increasingly important.
People who are good at their jobs, that is, knowledge workers who achieve results, are not born with that ability.
So what's the secret to their efficiency and sense of accomplishment? "Peter Drucker's Self-Management Notes," a practical guide for all workers concerned with management, organization, and self-management, presents a concise blueprint for goal achievement that remains relevant today.
Even if knowledge workers are sufficiently equipped with knowledge and skills, they must acquire work and management skills through continuous habits, self-improvement, and ultimately self-training.
Practice, acquisition, and sincerity are unwavering principles in any era and any work.
We call something that has timeless value a classic.
Peter Drucker's "Managing Yourself" is a classic in management studies, and as long as work and labor exist, it is the first book you will pick up before taking on the challenges of management and self-management.

I first read Drucker's book in my early 30s, and it was a huge turning point in my own development.
As I reread the contents of this book, I was reminded of how deeply its teachings were engraved in me, like a series of commandments.
Although the examples and language Drucker presents may be old, his insights transcend time boundaries.
Because it is as helpful today as it was when he wrote it over 50 years ago.
Here, I would like to introduce 10 learning points that I have learned from Peter Drucker and his books.
I hope this will provide a small entryway into some of the greatest management visionaries of all time.
--- p.6, from “10 Lessons Learned from Peter Drucker”

Systematic decision review can be a powerful tool for self-improvement.
By observing the outcomes of decisions that differ from expectations, business leaders can realize what their strengths are, what they need to improve, and where they lack knowledge and information.
This also allows business leaders to become aware of their own biases.
It's common, but you also find that you're not producing good results because you're not putting the right people in the right positions.
--- p.33, from “Take Responsibility for Your Decisions”

I soon learned that there is no such thing as a "performance temperament."
The high-performing business leaders I've known have varied greatly in temperament, ability, work style, personality, knowledge, and interests.
What they have in common is none other than the ability to get the right thing done.
--- p.75, from “Can the ability to achieve results be learned?”

High-performing business leaders start by calculating how much discretionary time they can actually consider their own.
Then, secure an appropriate amount of continuous time.
If you realize that other important tasks are eating into your free time, take a closer look at your time management chart and reduce the time allotted to unproductive activities.
Business leaders know very well that, as mentioned earlier, there can be no such thing as excessive pruning of time.
--- p.124, from “Integrate ‘Discretionary Time’”

High-performing business leaders are unconsciously driven by an upward orientation, constantly asking their superiors, subordinates, and, most importantly, colleagues in other areas of their organization:
"What contributions do you expect me to make to enable you to contribute to our organization? When, how, and in what form do you need my contribution?"
--- p.144, from “How to Make Experts Achieve Results”

Now it is important for each person to focus on how to utilize their strengths productively.
This is because it has become important for management leaders to focus on strengths from an organizational perspective and ensure that those strengths are productive in the organization's departments and employees.
Strength-based personnel placement is essential not only for business leaders and their organizations to achieve their goals, but also for individuals and society in the knowledge-based era.
--- p.195, from “Place based on strengths”

Decisions about priorities or subordinate priorities must always be reexamined and revised in light of reality.
For example, no U.S. president has ever maintained the same priorities he set when taking office during his term.
Actually, execute high priority tasks
In the meantime, the priorities and sub-priorities to be pursued next are always changing.
--- p.226, from “How to Determine Priority and Subpriority”

Roosevelt transformed his economic goals into political goals.
It was a shift from recovery to reform.
The new boundary condition was political dynamics.
This almost automatically meant a complete shift in economic policy from a kind of conservatism to radical innovation.
The boundary conditions have changed.
Roosevelt was a true decision-maker, able to almost intuitively discern that sometimes, to achieve results, even original policies had to be discarded entirely.
--- p.261, from “Elements to Consider in the Decision-Making Process”

High-performing business leaders encourage input.
But even those who express their opinions must be asked to seriously consider what the 'experiment' is supposed to verify, that is, what the verification of the opinion is against reality.
Therefore, high-performing business leaders ask:
"What do we need to know to verify the validity of this hypothesis? What facts must be present to ensure that this opinion and view are not rejected but maintained?"
--- p.280, from “How to Make Effective Decisions”

High-performing business leaders know that there are fools in the world and sometimes even people who cause discord.
However, they do not consider anyone foolish or rude who opposes what they consider to be obvious and clear.
They know that unless there is evidence to the contrary, they must assume that their opponents are reasonably intelligent and fairly fair.
Therefore, a successful business leader must assume that the reason his opponents reach clearly wrong conclusions is because they see a different reality and are concerned with different issues.

--- p.294, from “How to Make Effective Decisions”

This book presents, in order, the various elements inherent in the performance of a successful manager, enabling readers to learn and develop for themselves how to become a successful business leader.
Of course, this book is not a textbook.
The ability to achieve results can be learned by oneself, but no one can teach you how to do it.
In the end, it is not a 'subject' but self-cultivation.
--- p.314, from “The ability to achieve results must be acquired”

As you cultivate the habits of humility and frugality and become a true leader who leads by example, you will discover the motivation to transform yourself into the "performance-producing business leader" that Peter Drucker seeks to convey.
Just like Jim Collins was inspired and realized he needed to change in just 30 seconds during his conversation with Drucker… .
For those who pursue humility, frugality, and sincerity, and nurture their dreams and ambitions to become a high-performing leader, I highly recommend keeping this book by your bedside and rereading it over and over again.

--- p.328, from “The Journey to Becoming a Business Leader Who Achieves Truly Valuable Results”