To know one's strengths, to
know how to improve them, and to know what one cannot do-are keys to
Whenever a Jesuit priest or a
Calvinist pastor does any thing of significance (for instance a key
decision), he is expected to write down what results he anticipates.
Nine months later, he then feeds back from the actual results to these
anticipations. This very soon shows him what he did well and what his
strengths are. It shows him what he is not gifted for and cannot do
well. I have followed this method myself, now for fifty years. It brings
out what one's strength are- and this is the most important thing an
individual can know about himself or herself. It brings out where
improvement is needed and what kind of improvement is needed. Finally,
it brings out what an individual cannot do and therefore should not even
try to do. To know one's strengths, to know how to improve them, and to
know what one cannot do-they are the keys to continuous learning.
ACTION POINT: List your
strengths and the steps you are taking to improve them. Who knows you
well enough to help identify your strengths?
Knowledge people must take
responsibility for their own development and placement.
In today's society and
organizations, people work increasingly with knowledge, rather than with
skill. Knowledge and skill differ in a fundamental characteristic-skills
change very, very slowly. Knowledge, however, changes itself. It makes
itself obsolete, and very rapidly. A knowledge worker becomes
obsolescent if he or she does not go back to school every three or four
This not only means that the
equipment of learning, of knowledge, of skill, of experience that one
acquires that one acquires early is not sufficient for our present life
time and working time. People change over such a long time span they
become different persons with different needs, different abilities,
different perspectives, and, therefore, with a need to "reinvent
themselves." I quite intentionally use a stronger word than
"revitalize." If you talk of fifty years of working life-and
this, I think, is going to be increasingly the norm-you have to reinvent
yourself. You have to make something different out of yourself, rather
than just find a new supply of energy.
ACTION POINT: Ask those ahead
of you in age how they went about "repotting themselves." What
steps should you take now?
Helping talented people blossom
and develop is one of management's toughest challenges.
Swedish business leader, former CEO of Scandinavian Airlines system,
speaker and author.
You are more likely to overcome
challenges if you have learned, in advance, what to expect and how to
respond. That is why training, at all levels, is critical to success of
British business leader, Chairman and Group Chief Executive of Grand
A clean desk is a sign of a
When a true genius appears in
the world, you may know him by this sign, that the dunces are all in
confederacy against him.
JONATHAN SWIFT, British author.
Like a house of cards, customer
satisfaction can be difficult to build, but very easy to destroy. That's
because there is a customer care chain. The nature of the chain varies
industry, organization by organization. But even thought the chain that
applies to one will not apply to another, it only takes one weak link
for any chain to be broken, for customer care failure to occur.
Australian author and editor.
There is practically no area of
business where the difference between rhetoric and actuality is greater
than in the handling of people.
JOHN HARVEY- JONES,
British business consultant, broadcaster, author
And former chairman of ICI industries.
The more the perspiration, the
more the inspiration.
It is not enough to have a good
mind;the main thing is to use it well.
French philosopher and mathematician.
The most important aspect of a
web site from a marketing standpoint is to keep it changing. Marketers
need to keep the mindset that the web site is almost like a storefront.
American communications professor and consultant at the university of