🪞Managing Oneself

Careers are now long enough, and organisations short-lived enough, that nobody else will manage yours. So you need to know a few things about yourself that most people only guess at: what you are actually good at, how you do your best work, what you value, and therefore where you belong and what you should contribute. Build on strengths, do not spend your life repairing weaknesses, and take responsibility for telling the people you work with how you operate.

• Leona's recommendation, made at the long lunch in July in the same breath as asking what I was waiting to be given. I wrote the title on a napkin and found the napkin in September.
• Read on Saturday 6 September, the afternoon after Emerson, and wrote the note on Sunday morning before the eclipse. The two make an odd pair: Emerson says trust yourself, Drucker says first find out who that is, with evidence.
• Published in 1999 in a management review, by a man then nearly ninety. It has the calm of someone who is no longer applying for anything.
• Am I a reader or a listener is the question that stopped me. I am a reader. I suspect Katarina is a listener. I had been sending her three-page documents since July and wondering why the one-to-ones felt stiff.
• Useful for 📂 Promotion case for Group Product Manager in an unexpected way: it gave me the headings for the evidence.
• His feedback method, writing down what you expect and checking it months later, is 🏛️ Benjamin Franklin's little book of marks with a longer delay. The line I keep here is Franklin's own, 💬 I conceiv'd the bold and arduous project, because Drucker is in copyright and Franklin had the idea first.
• How do I perform has a note already: mornings, half days, on paper. See 🧩 Maker and manager time.