Strengths

You need to know about Peter Drucker to fully appreciate the remainder:

THE Über mentor

“the most comprehensive 50,000-foot view of how the world works”

Remembering Peter Drucker
from the November 2009 issue of The Economist

Top of the “food chain”

A social ecologist

A guiding light toward a functioning society

Links to 30 + books by Peter Drucker

About strengths

Managing Oneself

StrengthsFinder 2

Chapter 4 Making Strength Productive in The Effective Executive

Chapter 2 in Management, Revised Edition

Management is about human beings.

Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. See The Spirit of Performance

This is what organization is all about, and it is the reason that management is the critical, determining factor.

These days practically all of us, especially educated people, are employed by managed institutions, large and small, business and nonbusiness.

We depend on management for our livelihoods.

And our ability to contribute to society also depends as much on the management of the organization in which we work as it does on our own skills, dedication, and effort.

Find "strengths" in The Daily Drucker

See TLN key links for the application of those strengths

500+ web pages and 100+ PDFs. Site map

Lots of links between pages (connections)

Don't memorize, calendarize!

List of topics in this Folder

TLN Keywords: tlnkwstrengths

#tgd

“The greatest danger

in times of turbulence

is not turbulence;

it is to act

with yesterday’s logic”.

— Peter Drucker

The shift from manual workers
who do as they are being told —
either by the task or by the boss —

TO knowledge workers

who have to

manage themselves ↓

profoundly challenges social structure …

“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …



“It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …



… “Managing Oneself is based on the very opposite realities:


Workers are likely to outlive organizations
(and therefore, employers can’t be depended on for designing your life),

and the knowledge worker has mobility.” ← in a context

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

What’s the next effective action on the road ahead

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise.

A site exploration: The memo THEY don't want you to see

What needs doing?

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#rlaexp.com = rla + exp = real life adventures + exploration or explored

exploration leads to explored

Examples ↑ can be found through web searches, Wikipedia,
Pinterest and the daily news

Knowledge Worker tools on Pinterest

Some ecological and time awareness ↓ → Ken Burns films

Larger view thinking canvas

The Über Mentor

The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy

A Year with Peter Drucker:
52 Weeks of Coaching
for Leadership Effectiveness

Larger view thinking canvas

#mlp ↓ #z99

My launching pad

(fully responsible officer,
knowledge-worker, professional contributor
and executive)

Discontinued Operations

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