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1、»MANAGINGYOURSELFBESTOFHBR1999Weliveinanageofunprecedentedopportunity:Ifyou'vegotambitionandsmarts,youcanrisetothetopofyourchosenprofession,regardlessofwhereyoustartedout.Butwithopportunitycomesresponsibility.Companiestodayaren'tmanag-ingtheiremployees'careers;knowledgeworkersmust,effectively,beth
2、eirownchiefexecutiveofficers.It'suptoyoutocarveoutyourplace,toknowwhentochangecourse,andtokeepyourselfengagedandproductiveduringaworklifethatmayspansome50years.Todothosethingswell,you'llneedtocultivateadeepunderstandingofyourself-notonlywhatyourstrengthsandweaknessesarebutalsohowyoulearn,howyouwor
3、kwithothers,whatyourvaluesare,andwhereyoucanmakethegreatestcontribution.Becauseonlywhenyouoperatefromstrengthscanyouachievetrueexcellence.ManagingOneselfbyPeterRDruckerP;istory'sgreatachievers-aWhatAreMyStrengths?Napoleon,adaVinci,aMozart-haveMostpeoplethinktheyknowwhattheyalwaysmanagedthemselves.
4、That,inaregoodat.Theyareusuallywrong.Successinthelargemeasure,iswhatmakesthemMoreoften,peopleknowwhattheyaregreatachievers.Buttheyarerareexcep-notgoodat-andeventhenmorepeo-knowledgeeconomytions,sounusualbothintheirtalentsplearewrongthanright.Andyet,aper-comestothosewhoandtheiraccomplishmentsastobe
5、soncanperformonlyfromstrength.consideredoutsidetheboundariesofOnecannotbuildperformanceonweak-knowthemselves-ordinaryhumanexistence.Now,mostnesses,letaloneonsomethingonecan-theirstrengths,theirofus,eventhoseofuswithmodesten-notdoatall.dowments,willhavetolearntoman-Throughouthistory,peoplehadlittle
6、values,andhowtheyageourselves.Wewillhavetolearntoneedtoknowtheirstrengths.Apersonbestperform.developourselves.Wewillhavetoplacewasbornintoapositionandalineofourselveswherewecanmakethegreat-work:Thepeasant'ssonwouidalsobeestcontribution.Andwewillhavetoapeasant;theartisan'sdaughter,anstaymentallyale
7、rtandengagedduringartisan'swife;andsoon.Butnowpeoplea50-yearworkinglife,whichmeanshavechoices.Weneedtoknowourknowinghowandwhentochangethestrengthsinordertoknowwhereweworkwedo.belong.100HARVARDBUSINESSREVIEW»MANAG
