What kind of person do I want to see in the mirror in the morning?

What are My Values?

○ Responsibility for Relationships
○ The Second Half of Your Life

Last but not least

Where do I belong ?

Few questions to ask to know how I perform👇
1. Am I a Reader or Listener ?
2. How do I learn?
3. Do I work well with people or am I a loner?
4. If you do work well with people, you then must ask, in what relationship ?
5. Do I produce results as a decision maker or as an adviser?
6. Do I Perform well under stress , or do I need a highly structured and predictable environment?
7. Do I work best in a big organization or a small one ?
The conclusion bears repeating Do not try to change yourself - you are unlikely to succeed. But work hard to improve the way you perform .

How do I Perform

<ol>
<li>We need to know our strengths in order to know where we belong.</li>
<li>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.</li>
<li>Practiced consistently, this simple method will show you within a fairly short period of time, maybe 2 or 3 years, where your strengths lie- and this is the most important thing to do.</li>
</ol>

What are my Strengths 💪?

To answer it, they must address three distinct elements:1. What does the situation require ?2. Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done?3. And finally, What results have to be achieved to make a difference? 4. A plan usually cover no more than 18 months and still be reasonably clear and specific

What should I Contribute? 

4. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
5. 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.
6. 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.

What are my Strengths

We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

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We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

Peter Ferdinand Drucker is an accomplished writer whose work has resonated with readers around the world. Peter Ferdinand Drucker has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Peter Ferdinand Drucker's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Where do I belong ?

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