抗日英雄小故事
We live in an age of unprecedented opportunity: If you've got ambition and smarts, you can ri to the top of your chon profession, regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their employees' careers; knowledge workers must, effectively, be their own chief executive officers. It's up to you to carve out your place, to know when to change cour, and to keep yourlf engaged and productive during a work life that may span some 50 years. To do tho things well, you'll need to cultivate a deep understanding of yourlf -- not only what your strengths and weakness are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Becau only when you operate from strengths can you achieve true excellence.丰盛的晚餐
History's great achievers -- a Napoléon, a da Vinci, a Mozart -- have always managed themlves. That, in large measure, is what makes them great achievers. But they are rare exceptions, so unusual both in their talents and their accomplishments as to be considered outside the boundaries of ordinary human existence. Now, most of us,
even tho of us with modest endowments, will have to learn to manage ourlves. We will have to learn to develop ourlves. We will have to place ourlves where we can make the greatest contribution. And we will 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.
运营总监职责Comparing your expectations with your results also indicates what not to do. We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In tho areas a person -- and especially a knowledge worker -- should not take on work, jobs, and assignments. One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. And yet most people -- especially most teachers and most organizations -concentrate on making incompetent performers into mediocre ones. Energy, resources, and time should go instead to making a competent person into a star performer.
Am I a reader or a listener? and How do I learn? are the first questions to ask. But they are by no means the only ones. To manage yourlf effectively, you also have to ask, Do I work well with people, or am I a loner? And if you do work well with people, you then must ask, In what relationship?
Some people work best as subordinates. General George Patton, the great American military hero of World War II, is a prime example. Patton was America's top troop commander. Yet when he was propod for an independent command, General George Marshall, the U.S. chief of staff -- and probably the most successful picker of men in U.S. history -- said, "Patton is the best subordinate the American army has ever produced, but he would be the worst commander.”
Some people work best as team members. Others work best alone. Some are exceptionally talented as coaches and mentors; others are simply incompetent as mentors.
Another crucial question is, Do I produce results as a decision maker or as an advi购买合同范本
r? A great many people per- form best as advirs but cannot take the burden and pressure of malting the decision. A good many other people, by contrast, need an advir to force themlves to think; then they can make decisions and act on them with speed, lf-confidence, and courage.
This is a reason, by the way, that the number two person in an organization often fails when promoted to the number one position. The top spot requires a decision maker. Strong decision makers often put somebody they trust into the number two spot as their advir -and in that position the person is outstanding. But in the number one spot, the same person fails. He or she knows what the decision should be but cannot accept the responsibility of actually making it.
推辞的近义词>康熙德妃Other important questions to ask include, Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best假红牛 in a big organization or a small one? Few people work well in all kinds of environments. Again and again, I have en people who were very successful in large organizatio
ns flounder mirably when they moved into smaller ones. And the rever is equally true.
The conclusion bears repeating: Do not try to change yourlf -- you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
What Are My Values?
To be able to manage yourlf, you finally have to ask, What are my values? This is not a question of ethics. With respect to ethics, the rules are the same for everybody, and the test is a simple one. I call it the "mirror test.”
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