Monday, September 27, 2021

g-f(2)519 THE BIG PICTURE OF THE DIGITAL AGE (9/27/2021), The Virtuous Circle of 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 (9/27/2021)  g-f(2)426 


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              Managing Yourself in the g-f New Worldgeniouxfacts 

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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.
                                    • 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. 
                                    • 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.
                                    • 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.
                                    • 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?'
                                    • 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]
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                                      • 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)519, Fernando Machuca, September 27, 2021,,, Corporation.

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