Managing Oneself
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プレミアムプラン3か月
月額99円キャンペーン開催中
¥400 で購入
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uncredited
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著者:
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Peter F. Drucker
このコンテンツについて
Throughout history, people had little need to manage their careers - they were born into their stations in life or, in the recent past, they relied on their companies to chart their career paths. But times have drastically changed. Today we must all learn to manage ourselves.
What does that mean? As Peter Drucker tells us in this seminal article, first published in 1999, it means we have to learn to develop ourselves. We have to place ourselves where we can make the greatest contribution to our organizations and communities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
It may seem obvious that people achieve results by doing what they are good at and by working in ways that fit their abilities. But, Drucker says, very few people actually know - let alone take advantage of - their fundamental strengths.
He challenges each of us to ask ourselves, "What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be?"
Don't try to change yourself, Drucker cautions. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer.
Today's successful careers are not planned out in advance. They develop when people are prepared for opportunities because they have asked themselves those questions and have rigorously assessed their unique characteristics.
This Audiobook has 10 Tracks. 1. Introduction. 2. What are My Strengths? 3. How Do I Perform? 4. How Do I Learn? 5. What Are My Values? 6. Where Do I Belong? 7. What Should I Contribute? 8. Responsibility for Relationships. 9. The Second Half of Your
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In the newly revised third edition of The Leadership Pipeline, a team of veteran leadership practitioners delivers a practical and essential framework for identifying future leaders, assessing their competence, planning their development, nurturing their talents, and analyzing the results of your efforts. The work to be done, the required skills, time application, and the necessary work values for each leadership layer are clearly defined for the digital age.
著者: Ram Charan, 、その他
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Summary: Essentialism by Greg McKeown
- The Disciplined Pursuit of Less
- 著者: Dean Bokhari, FlashBooks
- ナレーター: Dean Bokhari
- 再生時間: 31 分
- 完全版
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This is an audio summary of Essentialism, a book providing strategies on time-management.
著者: Dean Bokhari, 、その他
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What Only the CEO Can Do?
- 著者: Peter Drucker
- ナレーター: Deaver Brown
- 再生時間: 41 分
- 完全版
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This Harvard Business Review (HBR) article describes and focuses on the unique tasks only a CEO can perform. The core elements of this article were created by Peter Drucker. They were then updated and further refined by former P & G CEO, Arthur Lafley. This article and our corresponding Harvard Thoughts audio book define the importance of the CEO focusing his or her organization first on the most meaningful outsider, the customer.
著者: Peter Drucker