Then, when asked what kind of people are good at work, it is the people who make habits. They know what good work habits are, continuously refine and apply those habits, and ultimately become good at their jobs. We plan to discuss the abilities that good workers possess. It seems that abilities or habits would be appropriate. Here, we will use the expression habit a bit. In essence, if I explain the key points of this book, it starts from there. Peter Drucker said that everyone can become a good worker in today's terms. Regardless of the situation you are in or the boss you are working with, you can become a good worker. To put it more positively, you must become a good worker. It's hopeful, isn't it? It's hopeful, but you have to use your head.

The characteristic is that it always starts with the premise that I can't do this, so if you approach it skillfully, that's an individual thing. For example, that person may have been praised for doing a good job at that time because, for instance, he was good at web crawling, so the work was done quickly. But it could also mean that a lot of wrong information came in, you know. So, that person is in a job where web crawling can be used, and I am in a job where web crawling cannot be used, so he tells me that this doesn't apply to me. However, the underlying premise of the book is that anyone can do it. You can become a successful person too, starting from that premise. So, when we talk about who a successful person is, it's someone who builds habits, knows what good work habits are, continues to refine and apply those habits, and ultimately becomes successful at work. This book is about summarizing those habits. So, it's a book about habits, so it's not temporary.

It's not about having the will. It's a bit necessary to practice specific methodologies, criteria, and processes repeatedly. That's why there's a book that neatly summarizes it into five habits. Instead of trying to do too many different things, why not try each of the basic steps mentioned in this book one by one? So, the conclusion is, just to start with, the most basic thing is to start with time. Everything is included in the goals within this. Planning ability is the most basic in time management. So, starting from time, feedback on everything, keeping records, analyzing productivity based on this, these are the primary things that come out. And then, it's about changing your perspective externally. Externally, like in a park. So, in our department now, instead of just bickering back and forth, arguing about who talks more or less, let's focus on this.

Raise your perspective boldly, turn your eyes outside of our department, and go out to the organization's external environment. Ultimately, focus on selecting tasks we need to do by analyzing the opinions of external customers, observing the trends and technological changes in the vast market. This is the second point. Most people work without thinking much about why they are doing it. This is called professional Jeves thinking. It's something that consultants have created. So, use your energy to find impactful, influential, and scalable tasks that can contribute externally. That's the essence of planning. Planning is not just about being good at Excel or working hard on PowerPoint. There are people who are good at planning without any of that.

Turn the focus outward. The third step is to achieve results through utilizing the contents found there with strengths. So, there are two concepts here: how to identify strengths and how to utilize strengths. The specific contents regarding these two aspects are now being expressed. The fourth step is to prioritize in the process of executing what you have found. This is about going back again. Is time management being used in order of priority? How much of your time is being used in priority? How much of your time is allocated to planning for external opportunities? Are you using your time to work in a much more productive way than others by utilizing your strengths? Feedback is provided on all of these things as categories of priorities, in other words, by presenting a focus on analyzing. And finally, up to this point, everything I

It applies to all employees, and the last skill, which is the habit of decision-making, is actually possible when you are at a team leader level or higher. It's about making decisions like, Let's invest in this. Investing doesn't mean just investing money; it means investing time, communicating, having meetings, and so on. These are all resources managed by the team leader, so even the labor costs of my team members are continuously being incurred at this moment. From the company's perspective, how to make team members do what and how to make decisions is up to the team leader. That's why decision-making ability becomes crucial from the leadership domain, and the fifth habit is about decision-making. It's really important. It's a cycle. There are only five habits, and by repeating them, things gradually expand. It's step by step. People usually say, You do it well. That's how it's usually said, but they can't even analyze their own time.

What kind of planning will people do? It's said that people who cannot improve their time cannot achieve their goals. How can someone who cannot even solve their own goals present the organization's goals? If you go back, you said that a person who plans is the one who raises the organization's output, who presents ways and processes to maximize the organization's achievements. So, ultimately, being good at planning means becoming the person who provides direction for the performance of our organization, including me. Ironically, it must start with self-management. So, the most important thing is time management. You must be able to manage yourself to manage others. Well, among the abilities of good workers, the first thing is probably to take a look at where the time is spent first.

You need to know, I think that's really important. Because time, we only have emotional memories. How can we judge if we are managing time well? There are various criteria, as Drucker talks about it. The point I want to explain is ultimately whether you have achieved your goals. Whether the goals were appropriate will be discussed in the next step. Right now, what's important is setting good goals. Once you set the goals, start practicing to achieve them. However, achieving goals can feel a bit challenging because some people may say they don't even have goals right now. This could be the perspective of junior employees or new recruits, trying to produce results that satisfy their superiors. But for us, as true knowledge workers...

And I don't think our subscribers should stay at that level of thinking. So, we need to think about why we are doing this. Why did the boss ask me to do this task? What are the boss's achievements, and what are the achievements of our organization? We should think about these things at least once and check if it's right by asking the boss. Then, the task is set. Now, if my intention is correct, then we need to plan the time to achieve that task. What I want to present to our subscribers in the future is that I hope they become true experts. I really hope that our subscribers will become experts in various fields. By becoming experts, they can earn a lot of money in each field, receive recognition from the company, and most importantly, boldly secure the initiative to spend time and energy on what they believe is right.

You need to have planning skills. So, I keep talking about these high-level things. If you think it's difficult to talk about high-level things like this, you won't be able to do it for a lifetime. You end up only doing easy things, just easy things, just easy things, just easy things. Through the book club that we will run on YouTube, the most powerful thing we can gain is how to apply this to our lives. It's about thinking how to apply this. So, the point and impact of application may vary for each person, but if you try to do at least one thing, you will realize. That's the difference between someone who knows and someone who realizes. Those who realize think, Oh, if I do this, it will work, and the impact gradually grows from small achievements. So, at some point, you think, This is nothing special. Can I do it once? And then, the fear just disappears.

If that's the case, now the goal is appropriate, and what comes after that, but anyway, within the goal achievement, you need to keep thinking about why you are doing this, the intention behind it. I used to run a book club, and I had some concerns about the book club. I was thinking of doing it with a particular book this month. So, I started preparing, promoting, and such. But I realized that this book is not suitable for the book club as it is limited to a specific topic. So, I organized it a bit and thought maybe this book is essential for our subscribers. Not just an essential subject but a must. A must-read major. Therefore, I decided to cancel the book club and thought it would be better to do an open session on YouTube instead. It's a must-read subject, and at the core, we need to maintain our original intention.

I had the intention to recover. Oh, I also have a lot to do. It's been over a year, more than a year faithfully. By that time, as we have been making steady progress, now, I will introduce books that our subscribers really must read together. Like we did in the book club back then, we will develop content, templates, and give them out for free. You can actually experience it and eventually, these two communities should become more like a family, so that we can get closer to each other. I felt the need to restore our identity through these actions and to boldly move forward. After making decisions like this, it wasn't a big deal, but anyway, it's about revenue, it's about revenue, and now, we just have to...

The tendency to discard things is a bit like that, and even what has come in is now being kicked out. Because we have done that a lot historically, those who have been around for a long time are probably familiar with it. So, we are trying to move in the direction of not connecting this to sales activities or anything like that. Of course, essential things will be guided, but we will explain and guide everyone to be able to use them well. This may cause some unnecessary misunderstandings, and it is a bit regrettable to continue only with a limited number of people. Therefore, we have made a big decision to develop YouTube as a content platform. Yes, so we have now decided to open the contents of the book through streaming. I will create a schedule for how to proceed in July and announce it on the calendar. So, make sure to attend at that time.

Don't miss out, it would be great to have this book and show it every Tuesday evening and proceed together.

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