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

“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 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

These pages are attention directing tools for navigating a world moving toward unimagined futures.

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 figure out a coping plan for 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 starting point

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