Managing Oneself

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.

What are my strengths? How do I perform? and, What are my values? And then they can and should decide where they belong.

Taking responsibility for relationships is therefore an absolute necessity.

Organizations are no longer built on force but on trust.

And one gets the same reaction—without exception, in my experience—if one continues by asking, “And what do I need to know about your strengths, how you perform, your values, and your proposed contribution?”

Conversely, it is the marketing vice president’s responsibility to make sure that all of her coworkers understand how she looks at marketing: what her goals are, how she works, and what she expects of herself and of each one of them.

First-rate engineers, for instance, tend to take pride in not knowing anything about people

Knowledge workers outlive organizations, and they are mobile. The need to manage oneself is therefore creating a revolution in human affairs.

Every existing society, even the most individualistic one, takes two things for granted, if only subconsciously: that organizations outlive workers, and that most people stay put.

social venture—that offers an opportunity for being a leader, for being respected, for being a success.