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Managing Oneself (Know your Strenghts (implications for action (from…

- - - - whenever you make a key decision
        
        or take a key action
        
        write down what you expect will happen
        
        9 or 12 months klater, compare actual results with expectations
    - - you will see
        
        where your strenths and weaknesses lie
  - - - that inhibit your effectiveness and performance
    - - it is way easier
        
        to get from first-rate performance to excellence
        
        than from incompetence to mediocrity
- - - - others when they read it
  - - - and the best way for you
        
        is quite individual
    - - but also act on your knowledge
        
        of how you learn best
    - - in a team
      - as subordinate
      - ...
    - - or do I need a highly structured and predictable environment
- - - - with the same job but in a different (kind of) organization
      - or even start a new job
    - - start a second job you can do in parallel for about 10 hours a week
    - - do what you have always done
        
        put put less and less effort into it
        
        and develop a second career that completely fulfills you
- - - - with job
- - - - and even more important, where you don't belong
  - - - for the right opportunities
        
        because they know where they belong
- - - - ...require stretching
        
        but be within reach
      - ...be meaningful
      - ...be visible
      - ...be measurable
        
        if possible at all
- - - - e.g. find out what he needs to perform best
    - - find out this way
        
        for people who rely on your work
        
        or whose work you rely on
  - - - share relevant knowledge
    - - don't be afraid of judgment
      - this is one of the most important sources of knowledge within an organization
      - others value to know this of you
        
        and to be able to tell you theirs