Drucker,Peter Ferdinand

Managing Oneself

Fritsmembuat kutipan13 hari yang lalu
Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty. Whether one is a member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one’s coworkers: those whose work one depends on as well as those who depend on one’s own work.
b8549442675membuat kutipanbulan lalu
For example, a planner may find that his beautiful plans fail because he does not follow through on them.
b8549442675membuat kutipanbulan lalu
Second, work on improving your strengths.
b8549442675membuat kutipanbulan lalu
ut yourself where your strengths can produce results.
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
A plan can usually cover no more than 18 months and still be reasonably clear and specific.
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
But there is sometimes a conflict between a person’s values and his or her strengths. What one does well—even very well and successfully—may not fit with one’s value system
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
When I ask people, “How do you learn?” most of them know the answer. But when I ask, “Do you act on this knowledge?” few answer yes. And yet, acting on this knowledge is the key to performance
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
Some people learn by doing. Others learn by hearing themselves talk
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
One should waste as little effort as possible on improving areas of low competence
Natallia Shauchenkamembuat kutipan3 bulan yang lalu
Far too many people—especially people with great expertise in one area—are contemptuous of knowledge in other areas or believe that being bright is a substitute for knowledge
Imad Gmembuat kutipan3 bulan yang lalu
being the richest man in the cemetery.
Polly Pocketsmembuat kutipan6 bulan yang lalu
Nine or 12 months later, compare the actual results with your expectations.
Polly Pocketsmembuat kutipan6 bulan yang lalu
Whenever you make a key decision or take a key action, write down what you expect will happen.
Teismembuat kutipan9 bulan yang lalu
Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones. It will also show the gaps in your knowledge—and those can usually be filled. Mathematicians are born, but everyone can learn trigonometry.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it. Far too many people—especially people with great expertise in one area—are contemptuous of knowledge in other areas or believe that being bright is a substitute for knowledge.
Teismembuat kutipan9 bulan yang lalu
Practiced consistently, this simple method will show you within a fairly short period of time, maybe two or three years, where your strengths lie—and this is the most important thing to know. The method will show you what you are doing or failing to do that deprives you of the full benefits of your strengths. It will show you where you are not particularly competent. And finally, it will show you where you have no strengths and cannot perform.
Teismembuat kutipan9 bulan yang lalu
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations
Aidosmembuat kutipan10 bulan yang lalu
plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question in most cases should be, Where and how can I achieve results that will make a difference within the next year and a half ?
Aidosmembuat kutipan10 bulan yang lalu
Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference?
fb2epub
Seret dan letakkan file Anda (maksimal 5 sekaligus)