Managing Oneself: A Program for Knowledge Workers

Understanding the shift towards self-management in the knowledge economy. Taking ownership of one's career and development.

“Success in the knowledge economy comes to those who know themselves”

For a key decision or action, write down your expectations. 9-12 months later, compare the actual results with your expectations. Set an If-Then plan to review results in the future.

“The only way to discover your strengths is through feedback analysis.”

Identify gaps in skills and knowledge, and work on improving them. Address intellectual arrogance and bad habits. Track your progress.

“Work on improving your strengths.”

Don't spend time improving areas of low competence. Focus on strengths. Use habit stacking to remember to delegate tasks.

“A person...should not take on work, jobs, and assignments one should waste as little effort as possible on improving areas of low competence.”

Reflect on whether you learn better by reading or listening. Adapt your communication style accordingly. Take the Reader/Listener Quiz.

“The first thing to know is whether you are a reader or a listener.”

Determine how you learn best (writing, doing, hearing yourself talk) and tailor your learning methods. Journal your reflections.

“The second thing to know about how one performs is to know how one learns.”

Determine if you work best alone, as a team member, as a subordinate or as a leader. Assess whether you are a decision-maker or advisor. Complete the Work Style Profile.

“Some people work best as team members, others work best alone.”

Reflect on whether your actions align with your ethical values. Are you the person you want to see in the mirror? Share your insights with a peer (social accountability).

“Ethics require that you ask yourself what kind of person do I want to see in the mirror in the morning.”

Assess whether your personal values align with the values of your organization. Use a rating scale to assess alignment.

“To work in an organization whose value system is unacceptable or incompatible with one's own condemns a person both to frustration and to non-performance.”

Assess the situation and identify opportunities where you can make a meaningful contribution. Use a scenario-based question to prompt thinking.

“Knowledge workers in particular have to learn to ask a question that has not been asked before: what should my contribution be?”

Set goals that are challenging, meaningful, and measurable to drive your contribution. Use the SMART goals framework.

“The results should be meaningful; they should make a difference.”

Observe and understand the strengths, performance modes, and values of your co-workers. Request and analyze peer feedback.

“To be effective, therefore, you have to know the strengths, the performance modes, and the values of your co-workers.”

Clearly communicate your goals, methods, and expected results to your co-workers and vice versa. Frame goals in terms of gains.

“Organizations are no longer built on force but on trust.”

Investigate potential second career paths or parallel careers that align with your interests and values. Identify potential mentors.

“Managing oneself increasingly leads one to begin a second career.”

Cultivate a secondary interest or activity to prepare for potential setbacks and to provide a sense of community and achievement. Set a specific time to work on it.

“There is another reason to develop a second major interest and to develop it early.”