So that's what this entire video is going to be about. It's going to be focused on managing yourself by finding and then managing your strengths. Specifically, we're going to walk through the feedback analysis process that was originally developed by Peter Drucker.

Now, the process that we're going to walk through is not something that you can complete by the end of this video, or even by the end of this program. This is a management framework for you to start thinking about discovering and then analyzing each one of your strengths.

So with this feedback analysis work flow, what it entails is first by coming up with a few items that you believe are your strengths. What you should do is you should write each one of those specific expectations down. I know that sounds very abstract. So, let's talk about a real world example.

If you'll get out a pen and paper and you write out a few of your goals. These need to be very practical, they shouldn't just be things like make more money, or be successful. They should be something like learn the JavaScript programming language so that I can build out an application, something like that.

Something that is measurable, something that's practical and also something that you feel like you can actually achieve. So what Drucker recommends that you do is you write down these list of action items, these expectations and then you work to try to achieve them.

You look back, so don't throw away the paper after you've written it down. You look back a year later and you look through that full list and you see which one of those actions was I able to successfully accomplish. After you consistently do this, this isn't an exercise that you just do today and then you forget about it.

You consistently follow this process of writing down expectations, taking action and then trying to achieve those goals. Within about two to three years, what you will have done is you'll be able to start noticing trends on which type of actions you're the most successful at and which ones maybe not so much.

For example, if you see a trend where whenever you write down an action or a goal where you want to learn something new and you notice in two to three years that you're consistently reaching that goal, you're consistently attaining it, that means that is a strength.

On the other hand, if you are writing down various goals and you realize that you're not actually achieving those, then that might be more of a weakness. What Drucker recommends is for you to work through this process until you've achieved a certain level of confidence on what your goals are.

Whether it's learning, whether it's project management, whether it's leading, whatever it is, by the end of those two to three years you should have a good idea of really what your strengths are.

And a lot of times, people aren't the best at knowing what their strengths are. That's the reason why he recommends this process is because you're actually using data. You're using real life analysis to see what things you're good at and what things might need some work.

What he recommends is to focus on the things that you're good at, to focus on your strengths because if you take someone who is very good at a certain topic, let's say it is building out front end applications. This is a digital literacy course, so we might as well focus on development.

If you notice that you're consistently hitting your goals and you're getting very good at JavaScript and React and these types of concepts and these skills, then it is much easier and more efficient to take someone who's very good at one thing and to get them to world class in that skill.

But, if you take something that maybe you've seen over a couple of years that you're not the best at, then it takes much more work and it's not as efficient to achieve those goals. That's really what the entire concept I want you to focus on with this process is, is to focus on your strengths because it is a much more efficient process to go from strength to even greater strength as opposed to weakness to strength.