Sunday, September 26, 2021

g-f(2)518 THE BIG PICTURE OF THE DIGITAL AGE (9/26/2021), Managing Yourself in the g-f New World

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"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital ageManaging Yourself in the g-f New World (9/26/2021)  g-f(2)426 


Managing Yourself in the g-f New World 

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              Managing OneselfHBR 

              • Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform.
              • Today we must all learn to manage ourselves.
              • History’s great achievers—a Napoléon, a da Vinci, a Mozart—have always managed themselves. That, in large measure, is what makes them great achievers.
              • Most of us, even those of us with modest endowments, will have to learn to manage ourselves. We will have to learn to develop ourselves. We will have to place ourselves 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.
              • What Are My Strengths?
                • Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
                • It takes far more energy to improve from incompetence to mediocrity than to improve from first-rate performance to excellence.
              • How Do I Perform?
                • Amazingly few people know how they get things done. Indeed, most of us do not even know that different people work and perform differently. Too many people work in ways that are not their ways, and that almost guarantees nonperformance. For knowledge workers, How do I perform? may be an even more important question than What are my strengths?
                • Do not try to change yourself—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 yourself, you finally have to ask, What are my values?
                • Values are and should be the ultimate test.
                • A person’s strengths and the way that person performs rarely conflict; the two are complementary. But there is sometimes a conflict between a person’s values and his or her strengths. What one does well—even very well and successfully—may not fit with one’s value system. In that case, the work may not appear to be worth devoting one’s life to (or even a substantial portion thereof).
                • To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to nonperformance.
              • Managing Oneself, Peter F. Drucker, From the Magazine (January 2005), Harvard Business Review, HBR.

                                    Condensed knowledge


                                    Managing OneselfHBR 

                                    • Responsibility for Relationships
                                      • Very few people work by themselves and achieve results by themselves—a few great artists, a few great scientists, a few great athletes. Most people work with others and are effective with other people. That is true whether they are members of an organization or independently employed. Managing yourself requires taking responsibility for relationships. 
                                      • The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths.
                                    • The Second Half of Your Life
                                      • Most work is knowledge work, and knowledge workers are not “finished” after 40 years on the job, they are merely bored.
                                      • In a society in which success has become so terribly important, having options will become increasingly vital. Historically, there was no such thing as “success.” The overwhelming majority of people did not expect anything but to stay in their “proper station,” as an old English prayer has it. The only mobility was downward mobility.
                                      • In a knowledge society, however, we expect everyone to be a success. This is clearly an impossibility. For a great many people, there is at best an absence of failure. Wherever there is success, there has to be failure. And then it is vitally important for the individual, and equally for the individual’s family, to have an area in which he or she can contribute, make a difference, and be somebody. That means finding a second area—whether in a second career, a parallel career, or a social venture—that offers an opportunity for being a leader, for being respected, for being a success.
                                      • Managing oneself demands that each knowledge worker think and behave like a chief executive officer. Further, the shift from manual workers who do as they are told to knowledge workers who have to manage themselves profoundly challenges social structure. 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.
                                      • But today the opposite is true. Knowledge workers outlive organizations, and they are mobile. The need to manage oneself is therefore creating a revolution in human affairs.
                                    • Managing Oneself, Peter F. Drucker, From the Magazine (January 2005), Harvard Business Review, HBR.


                                    What Peter Drucker Knew About 2020HBR 

                                    • “Every few hundred years throughout Western history, a sharp transformation has occurred,” Peter Drucker observed in a 1992 essay for Harvard Business Review. “In a matter of decades, society altogether rearranges itself – its worldview, its basic values, its social and political structures, its arts, its key institutions. Fifty years later a new world exists. And the people born into that world cannot even imagine the world in which their grandparents lived and into which their own parents were born. Our age is such a period of transformation.”
                                    • For Drucker, the newest new world was marked, above all, by one dominant factor: “the shift to a knowledge society.”
                                    • It’s easy to forget how profound the emergence of the knowledge age really is. Ours is “the first society in which ‘honest work’ does not mean a callused hand,” Drucker noted. “This is far more than a social change. It is a change in the human condition.” But for all that, what it takes to manage effectively now is no mystery. We’ve been headed down this path for more than half a century.
                                    • In his HBR piece, Drucker suggested that our great transformation would be completed by 2010 or 2020. It is high time that management started acting like the clock is running out.
                                    • What Peter Drucker Knew About 2020, Rick Wartzman, October 16, 2014, Harvard Business Review, HBR.


                                    The 8th HabitStephen R. Covey 

                                    • Once you've found your own voice, the choice to expand your influence, to increase your contribution, is the choice to inspire others to find their voice.
                                    • Your most important work is always ahead of you, never behind you.
                                    • To achieve goals you’ve never achieved before, you need to start doing things you’ve never done before.
                                    • The successful person has formed the habit of doing things that failures don’t like to do. Successful people don’t like doing them either, necessarily. But their dislike is subordinated by the strength of their purpose.
                                    • People simply feel better about themselves when they’re good at something.
                                    • The exercise of true leadership is inversely proportional to the exercise of power.
                                    • There are three constants in life: Change, Choice and Principles. 
                                    • Fundamentally, we are a product of choice, not nature (genes) or nurture (upbringing, environment).
                                    • This power of choice means that we are not merely a product of our past or of our genes; we are not a product of how other people treat us. They unquestionably influence us, but they do not determine us. We are self-determining through our choices. If we have given away our present to the past, do we need to give away our future also?
                                    • When we say that leadership is a choice, it basically means you can choose the level of initiative you want to exercise in response to the question, 'What is the best I can do under the given circumstances?'
                                    • If you can hire people whose passion intersects with the job, they won't require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.
                                    • The greatest and most inspiring mountain climbing achievements in history are not so much stories of individual achievement, but are stories of the extraordinary power of a unified, talented, prepared team that stays loyally committed to one another and to their shared vision to the end.
                                    • The problem is, managers today are still applying the Industrial Age control model to knowledge workers. Because many in positions of authority do not see the true worth and potential of their people and do not possess a complete, accurate understanding of human nature, they manage people as they do things. This lack of understanding also prevents them from tapping into the highest motivations, talents and genius of people. What happens when you treat people like things today? It insults and alienates them, depersonalizes work, and creates low-trust, unionized, litigious cultures. What happens when you treat your teenage children like things? It, too, insults and alienates, depersonalizes precious family relationships and creates low trust, contention and rebellion.
                                    • The 8th Habit,  Stephen R. Covey, December 1, 2005, Amazon.

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                                    • Category 2: The Big Picture of the Digital Age
                                    • [genioux fact deduced or extracted from geniouxfacts]
                                    • This is a “genioux fact fast solution.”
                                    • Tag Opportunities those travelling at high speed on GKPath
                                    • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
                                    • Type of validity of the "genioux fact". 

                                      • Inherited from sources + Supported by the knowledge of one or more experts.


                                    “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)518, Fernando Machuca, September 26, 2021,,, Corporation.

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