Realistic: The target should be achievable within the current circumstances. Measurable: The results should be easily measurable.Īssignable: The tasks needed to achieve the target should be assigned to specific people. Specific: The target should clearly identify a desired outcome. Achieving these targets will help you proactively advance your career, which is an important aspect of self-management.ĭrucker’s advice on targets is similar to the “SMART” target model outlined by George Doran. Do this by setting a work-related target and then working backward to make a step-by-step plan for achieving it. Now that you know your strengths, you’re ready to answer the question, “How can I excel in my current role?” Drucker says that you excel by making a notable difference to your workplace, using your strengths. Then, use this to infer your strengths, presuming that your successes were thanks to your strengths. To link the technique to your strengths, when you’re reflecting on the last nine to 12 months, frame your analysis around what went well and what didn’t go so well. How Does the Future Predictions Technique Work?ĭrucker doesn’t explain exactly why he believes this technique to be so successful at predicting your areas of strength. Drucker’s suggested time window for predictions is nine to 12 months. At the end of each prediction’s time period, go back and evaluate how accurate your assumptions were. He asks you to write down a prediction of what you think will happen every time you’re at a significant crossroads in your professional life and have to decide on a course of action. Drucker outlines a strength identification method that we’ll call the future predictions technique. To work from your strengths, you must first identify them. Therefore, if you play to your strengths and thus feel like you’re competent at your job, your sense of job satisfaction will naturally increase. In turn, self-determination brings a sense of job satisfaction. Competence is important because it’s a pillar of the principle of self-determination, which is the intrinsic motivation you feel to perform well.
For example, Cal Newport, author of So Good They Can’t Ignore You, suggests that it’s important to feel like you’re competent at your work, which can stem from choosing to do what you’re good at: in other words, playing to your strengths.
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