Peter Alexanded Leonard Alexander It Takes a Village Book Review
Drucker managed to say absolutely zippo in 72 pages. Beneath is my Suggested Reading page from my business volume that will be released this spring. If you are looking for a book to read, read 1 of these. Do not waste material your fourth dimension on this book! Suggested Reading & Listening Business Career Change Communication Emotional Intelligence Gamification Health Mindfulness Coin Motivation Neuro-Linguistic Programming Philosophy of Living Practise Psychology Writing Blogs My blog: andrewjwilt.com/blog Podcasts
TED Talks: The Official TED Guide to Public Speaking, by Chris Anderson
The four-Hr Workweek, by Timothy Ferriss
Glimmer, by Malcolm Gladwell
David and Goliath, by Malcolm Gladwell
The Tipping Point, by Malcolm Gladwell
What the Dog Saw: And Other Adventures, by Malcolm Gladwell
Tribes: We Need You to Atomic number 82 Us, by Seth Godin
The $100 Startup, by Chris Guillebeau
Side Hustle, by Chris Guillebeau
Outwitting the Devil, by Napoleon Hill
Call up and Grow Rich, past Napoleon Loma
Blue Ocean Strategy, past Due west. Chan Kim and Renee Mauborgne
The Phoenix Project, by Gene Kim, Kevin Behr, and George Spafford
Business Model Generation, by Alexander Osterwalder and Yves Pigneur
Practical Genius, by Gina Amaro Rudan
The 5th Field of study, by Peter M. Senge
Start With Why, by Simon Sinek
Scrum, by Jeff Sutherland
Networking Is a Contact Sport, by Joe Sweeney
Hit Makers, by Derek Thompson
The New Rules of Piece of work, by Alexandra Cavoulacos and Kathryn Minshew
Mastery, past Robert Greene
Business Model You, by Alexander Osterwalder, Tim Clark, and Yves Pigneur
The Element, by Ken Robinson
Getting At that place, by Gillian Zoe Segal
Transitions: Making sense of Life'southward Changes, by William Bridges
Switch, by Fleck Heath and Dan Heath
Change Anything, by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler
If I Understood You, Would I Have This Look on My Face?, by Alan Alda
The Lost Art of Listening, 2d Edition, past Michael P. Nichols
Getting to Aye, by Roger Fisher and William Ury
Emotional Intelligence 2.0, past Travis Bradberry
Emotional Intelligence: Why It Tin Thing More than IQ, past Daniel Goleman
Level Up Your Life, past Steve Kamb
Reality is Broken, by Jane McGonigal
SuperBetter, by Jane McGonigal
Caput Strong, by Dave Asprey
The 4-Hr Body, by Timothy Ferriss
In Defence of Food, by Michael Pollan
The Omnivore's Dilemma, by Michael Pollan
The Dorito Outcome, by Mark Schatzker
Anticancer, by David Servan-Schreiber
Sleep Smarter, past Shawn Stevenson
Good Calories, Bad Calories, past Gary Taubes
The Slumber Solution, by W. Chris Winter, Md
The Miracle of Mindfulness, by Thich Nhat Hanh
Waking upwardly, by Sam Harris (note: this is a volume for the nonreligious-nonspiritual)
Wherever Yous Go, There Yous Are, by Jon Kabat-Zinn
Communicable the Big Fish, by David Lynch
Mindfulness at Piece of work, by Stephen McKenzie
The Buddha Walks Into a Bar, by Lodro Rinzler
Dave Ramsey'southward Complete Guide To Money, past Dave Ramsey
The Millionaire Side by side Door, by Thomas J. Stanley and William D. Danko
The Millionaire Listen, Thomas J. Stanley
The Willpower Instinct, by Kelly Mcgonigal
Essentialism, by Greg McKeown
Drive, past Daniel H. Pink
Do the Work, past Steven Pressfield
Turning Pro, by Steven Pressfield
The War of Art, by Steven Pressfield
NLP: The Essential Guide to Neuro-Linguistic Programming, by Susan Sanders, Tom Dotz, and Tom Hoobyar
NLP: principles in exercise, by Lisa Wake
The Consolations of Philosophy, by Alain de Botton
The Pleasures of Sorrows of Work, by Alain de Botton
Status Anxiety, by Alain de Botton
Daily Rituals, by Bricklayer Currey
The Art of Living, by Epictetus
Man's Search for Meaning, past Viktor E. Frankl
The Autobiography of Benjamin Franklin, by Benjamin Franklin
Mastery, by George Leonard
The Subtle Fine art of Not Giving a F*ck, by Mark Manson
Five Dialogues: Euthyphro, Amends, Crito, Meno, Phaedo, by Plato
The Four Agreements, past Don Miguel Ruiz
The Death of Ivan Ilyich and Confession, by Leo Tolstoy
The Book, by Alan Watts
The Wisdom of Insecurity, by Alan Watts
Talent is Overrated, by Geoff Colvin
The Niggling Book of Talent, past Daniel Coyle
The Talent Code, by Daniel Coyle
Outliers, by Malcolm Gladwell
Steal Like an Creative person, by Austin Kleon
Bounce, by Matthew Syed
Grit, by Angela Duckworth
The Power of Habit, past Charles Duhigg
Mindset, by Carol Southward. Dweck
Moonwalking With Einstein, by Joshua Foer
A Whole New Mind, by Daniel H. Pink
Why We Work, past Barry Schwartz
The Happiness Track, by Emma Seppala
On Writing, by Stephen Male monarch
The Elements of Style, Fourth Edition, by William Strunk Jr. and E.B. White
Dave Asprey blog.impenetrable.com/
Leo Babauta: zenhabits.net/
Tim Ferriss: tim.blog/
Seth Godin: sethgodin.typepad.com/
Chris Guillebeau: chrisguillebeau.com/
Lara Callender Hogan: larahogan.me/web log/
Steve Kamb (Nerd Fettle): nerdfitness.com/
Mark Manson: markmanson.net/archive
The Muse: themuse.com/communication
Paula Pant: affordanything.com/blog/
Gary Vaynerchuk: garyvaynerchuk.com/web log/
The James Altucher Show: jamesaltucher.com/category/the-james-...
Melissa Ambrosini: melissaambrosini.com/podcast/
Dave Asprey's Impenetrable Radio: weblog.bulletproof.com/impenetrable-radi...
Lisa Chow's StartUp: gimletmedia.com/startup/
The Tim Ferriss Testify: tim.blog/podcast/
Freakonomics Radio: freakonomics.com/annal/
Chris Guillebeau'south Side Hustle: sidehustleschool.com/podcasts/
ten% Happier with Dan Harris: tunein.com/radio/ten-Happier-with-Dan-...
John Henry'south Open For Concern: creative.gimletmedia.com/shows/open up-f...
Market place: marketplace.org/
Ana Melikian's Mindset Zone: anamelikian.com/mindsetzone/
NPR'south How I Congenital This: npr.org/podcasts/510313/how-i-built-this
NPR'due south Modernistic Honey: npr.org/podcasts/469516571/modern-love
NPR'due south Planet Money: npr.org/planetmoney
NPR'due south TED Radio Hour: npr.org/programs/ted-radio-hour/
Optimal Finance Daily: optimallivingdaily.com/category/optim...
Optimal Health Daily: optimallivingdaily.com/category/optim...
Optimal Living Daily: optimallivingdaily.com/category/optim...
Optimal Relationships Daily: optimallivingdaily.com/category/optim...
Optimal StartUp Daily: optimallivingdaily.com/category/optim...
The Pitch: gimletmedia.com/thepitch/
Success: success.com/podcasts
TEDTalks Business organization: player.fm/series/tedtalks-business
Lea Thau's Strangers: storycentral.org/strangers/
Emily Thompson & Kathleen Shannon's Being Boss: beingboss.club/category/podcast/full-...
On Beingness with Krista Tippett: onbeing.org/
Benjamen Walker's Theory of Everything: toe.prx.org
Robert Wright'south Pregnant of Life: meaningoflife.television set/
Here are the takeaways for me: (1) use "feedback analysis" to observe and focus on your strengths (don't actually take a good sense of what "feedback analysis" really is, every bit it seems too simplistic as described). (two) make up one's mind how I all-time perform, every bit a reader or as a listener, determine how I learn, and make up one's mind if I piece of work well under stress or want highly structured, anticipated environments. (3) know what my values are, and align my arrangement with them. (4) build relationships, and communicate clearly, effectively, constantly within them, and (five) afterwards 20 years, nigh high-performing people will seek out or beginning a 2d career, and planning for it or developing it while in the 1st i is most successful.
Brusk and sweet volume that anybody should read from fourth dimension to time. I similar how the Author emphasizes the fact that we should focus more on our strengths and discovering what we are actually good at naturally, kinda goes against the whole new historic period theory that you lot can be whatsoever you wanna be. You can read this book in ane evening and I definitely recommend that y'all practise so.
A person can perform simply from force. Ane cannot build operation on weaknesses, allow alone something one cannot exercise at all. The simply way to notice your strengths is through feedback assay. Whenever you make a key decision or have a key activeness, write what you expect will happen. Nine or 12 months later, compare the bodily results with your expectations. Implications for activeness that follow from feedback analysis: Many brilliant people believe that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should become to work. One should waste material as little effort as possible on improving areas of low competence. HOW Exercise I PERFORM? Do non try to change yourself - you are unlikely to succeed. Only work difficult to improve the way you perform. And try not to have on piece of work you cannot perform or will only perform poorly. WHAT ARE MY VALUES? WHERE Practise I Belong? WHAT SHOULD I CONTRIBUTE? A plan can usually cover no more than 18 months and notwithstanding be reasonable clear and specific => where and how tin can I accomplish results that volition make a difference within the next year and a halve? Responsibility FOR RELATIONSHIPS Bosses are individuals who are entitled to do their work in the style they do it best. Personality conflicts arise from the fact that people do not know: Do this with everyone y'all work with: THE 2nd One-half OF YOUR LIFE Begin long before you lot enter information technology. Historically at that place was no such thing as "success." The overwhelming majority of people did not expect anything but to stay in their "proper station." The only mobility was downwardly mobility.
1. Put yourself where your strengths can produce results
2. Work on improving your strengths
3. Find where your intellectual arrogance is causing disabling ignorance and overcome it
- Am I a reader or a listener?
- How do I larn? Taking notes, by doing, by talking/teaching?
- Practice I piece of work well with people or am I a loner?
- Do I produce results as a decision maker or as an advisor?
- Do I perform well under stress, or practise I demand a highly structured and predictable environment?
The mirror examination: Ethics requires that you ask yourself, What kind of person do I want to encounter in the mirror in the morning?
"Yes I will do that. But this is the manner I should be doing information technology. This is the style information technology should be structured. This is the manner the relationships should be. These are the kinds of results you should expect from me, and in this time frame, because this is who I am."
What does the situation require? Given my strengths, my way of performing, and my values, how tin I make the greatest contribution to what needs to be done? What results accept to be accomplished to make a difference?
Have the fact that other people are as much individuals as you yourself are.
To be effective you take to know the strengths, the performance modes and the values of your coworkers.
- what other people are doing
- how they practice their work
- what contribution the other people are concentrating on
- what results they await
"This is what I am practiced at. This is how I piece of work. These are my values. This is the contribution I plan to concentrate on and the results I should exist expected to deliver."
Q to ask:
"And what practise I need to know about
your strengths,
how yous perform,
your values,
and your proposed contribution?"
3 way to develop a second career:
1. Outset one
two. Parallel career
three. Social entrepreneur
Enjoyable short read. There are two ideas in this book: The fist one is that to manage oneself, one must starting time know oneself: reader/listener, decision maker/adviser, loner/team-player, large or small firm? The second thought is that one should prepare for a second or parallel career to continue challenging oneself once i has reached a "mid-life" crisis.
ปัญญางาน จัดการตน (Managing Oneself) ของปีเตอร์ เอฟ ดรักเกอร์ แปลโดยคุณภิญโญ ไตรสุริยธรรมา ฉบับพิมพ์ครั้งที่ two สนพ. openbooks เล่มนี้แค่เห็นแปะชื่อดรักเกอร์ไว้บนปกเราก็เดินผ่านแล้วค่ะ อ่านงานของดรักเกอร์ไม่ได้พอๆ กับจอน ซี แม็กซเวลล์ น่ะแหล่ะ แต่คุณเพื่อนคะยั้นคะยอมาข้ามปีว่า อ่านเถอะๆ ไปจนถึงบีบบังคับว่า ต้องอ่าน ...ก็ อ่านก็ได้ค่ะ มันก็ติดเบสต์เซลเลอร์ของร้านหนังสือทุกแห่งมาจะครบปีอยู่แล้วล่ะนะเล่มนี้ เพื่อนเราพรีเซนต์เล่มนี้ว่า มันเป็นหนังสือเล่มสุดท้ายของปีเตอร์ ดรักเกอร์ ปรมาจารย์ด้านการจัดการ พูดง่ายๆ คือ เล่มนี้คือครีมออฟเดอะครีม ดรักเกอร์ขมวดสิ่งที่เค้าเรียนรู้มาตลอดชีวิต เล่าถึงส่วนสำคัญที่สุดที่มนุษย์พึงกระทำ เพื่อทำให้การเกิดมาในโลกนี้ได้ใช้ชีวิตและทำงานซึ่งมีความหมายต่อตนเองอย่างแท้จริง เนื้อหาชัดเจนตรงประเด็น ไม่มีน้ำเลยค่ะเล่มนี้ เป็นหนังสือเล่มเล็กมาก แต่ต้องค่อยๆ เล็มค่ะ เหมือนเข้าเรียนกับอาจารย์ ก็เรียนได้แค่วันละ one คาบเท่านั้น อ่านมากก็ประมวลข้อมูลที่ได้รับไม่ไหว หนังสือดีจริงๆ นั่นแหล่ะ และเราให้คะแนนบวกๆๆ เป็นพิเศษตรง "ครึ่งสองของชีวิต" เนื้อหาตรงนี้เลอค่าที่สุด และ "คำตาม" ที่เขียนโดยคุณภิญโญ ดีมากๆ เลยค่ะ ปล ไม่เกี่ยวกับเนื้อหา แต่เล่มนี้ Managing Oneself ของ openbooks จัดพิมพ์เล่มได้สวยมากกกกก
My Key Takeaways: Notes (elaborate version): Present we outlive organisations and can make our own choices on what we want to do and how. Must learn how to manage ourselves in order spend our time and energy to go the best results. What are my strengths? Also: What was I good at when growing upward? Been doing concluding 10 years? Get compliments almost? Tin can talk about endlessly on a Saturday dark? Then: How do i perform? Exercise not try to change yourself, work hard to meliorate the manner you perform. Deed on this knowledge. What are my values? Where practice I belong? What should I contribute? i. What does the state of affairs require? Brand an 18-month plan… must be: Accept responsibility for relationships & communication 2d one-half of your life. "Information technology is the minority of men and women who encounter a long working-life expectancy as an opportunity both for themselves and for lodge who will become leaders and models."
Key Message:
Sympathize and act upon your strengths, values and how you lot perform all-time in order to achieve the most in life.
one. Use Feedback Analysis (reviewing a decision after 12 months) to discover strengths
2. Acquire/improve skills to make full gaps in your knowledge that are keeping you lot from reaching the full potential in your strengths.
3. Human action further upon my knowledge of how i perform to improve my results (reading & taking more notes, further structuring my environment, focus on condign the best adviser (it's ok to not be the decision maker), taking more than action).
4. Further communicate more about how i perform and understand how others perform.
5. Prepare & create a 2d/parellel chore to keep challenging myself, have multiple options of "being somebody" and equally a manner to further contribute.
Long ago: heritage or organisations decided upon our life & career, no options.
– Feedback analysis: write down expectation before making a cardinal decision and review it within a yr.
i. Put yourself where your strengths produce results.
2. Meliorate skills or learn new ones to fill gaps in your cognition or abilities.
iii. Notice where your intellectual arrogance is causing disabling ignorance and overcome it.
Too, remedy bad habits.
Eg. Planner: beautiful plans fail because he does not follow through on them.
– Ideas alone don't move mountains. Bulldozers movement mountains, ideas show where to go.
4. Focus on becoming from competent to star performer (takes less energy than from incompetence to mediocrity)
(peradventure more important than what are my strengths)
– Am i a reader or a listener?
– How practice I learn? (reading, listening, writing, doing, talking, …?)
(Beethoven = taking lots of notes, even if he doesn't read them.)
(Me = also notes, fifty-fifty if others mention slides will be shared afterward…)
– Practice I work well with people or am I a loner?
– Proficient as a coach / mentor or non?
– As the commander or as the subordinate? Decision maker or adviser?
– Under stress or in a highly structured and anticipated environment?
– Large arrangement or a pocket-size one?
The ultimate examination!
– What kind of person do I want to meet in the mirror in the morning time?
– Your values must be uniform with your organisation's values
(short term vs long term?, many small improvements or few large ones?, quality vs quantity?)
"Successful careers are non planned. They develop when people are prepared for opportunities considering they know their strengths, their method of work and their values. Knowing where 1 belongs can transform any ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer"
Up until 1960's, we didn't have to ask this question, others answered it for the states…
2. Given my strengths, my way of performing and my values, how tin i make the greatest contribution to what needs to be washed?
3. What results have to be accomplished to make a divergence?
– challenging yet within reach
– meaningful
– visible
– measurable
Actions: what to do, where and how to start, what goals and deadlines to set.
Accept that others are individuals equally well, with their own strengths, way of performing and values.
Learn /inquire them and limited your own strengths, how y'all perform, values…
Often after 45… people go bored… midlife crisis…setbacks…
– Set up & showtime a new / parallel career (even if it is in nonprofit).
– Begin long before you enter information technology!
– Keep challenging yourself
– Create options!
– Multiple possibilities to "exist somebody" (if your chief career is non providing this)
Again, a peachy gem from Peter Drucker! This little slice of advice is to exist read again and over again. Managing Oneself may seem obvious and naive and you tin can say I know all of these already. But if you really pay attention to this principle, you lot may found that you did poorly on implement this into real life.
This book is a peachy reminder on how to be a better person. Quite precisely and constructivelyーWhat are my strengths, How do I perform, Am I a reader or listener, How do I acquire, How practise others perform/learn, What are my values, Where do I belong, What should my contribution be, Responsibility for relationship and community and The 2d half of your life. The demand to manage oneself is therefore creating a revolution in human affair.
สำหรับสถานการณ์ชีวิตตอนนี้ ชุดคำถามในหนังสือเล่มนี้จำเป็นกับเรามาก บางทีคำถามง่ายๆ แต่เมื่อนำมาจัดวางอย่างเป็นระบบ ก็เกิดชุดความคิดที่สวยงาม เหมือนดวงไฟเฉลิมฉลองระยิบระยับบนถนนราชดำเนิน
Drucker is the OG management educator. Firmly believing that managers can get better through cocky-instruction. He wants us to treat management as a skill to be honed, not as a natural gift. Something that I think information technology still widely believed, but that I bet was much more widely believed in Drucker's hey-solar day, in the mid-20th century. I've always wanted to read Drucker, and finally someone on my team directly recommended this. It'south written in a fantastic mode that makes it articulate where many of the management gurus of today accept their strongest influence from. He advocates many of the direction principles that are brought to light again in new forms, e.yard. through Dalio's Principles. He advocates for keeping a diary of all the large decisions you make, admant it'due south the best mode you go to know yourself meliorate. It's also one of the primeval examples I've seen of talking about doubling down on your strengths, and working around your weaknesses. I like how Dalio puts it: for every weakness, you lot have four options. Turn it into a force, discover someone else to do information technology, modify what you're going after, or ignore information technology. Of course, ignoring information technology is the default option we'll exercise until we're made aware of the weakness—simply it'southward not a real choice one time information technology's surfaced. > One should waste as fiddling endeavor as possible on improving areas of depression competence. It takes far more energy and piece of work to improve from incompetence to mediocrity than it takes to better from commencement-rate performance to excellence. And notwithstanding most people—specially most teachers and most organizations—concentrate on making incompetent performers into mediocre ones. Energy, resources, and time should go instead to making a competent person into a star performer. I am all the same not certain how I feel about completely ignoring weaknesses. I feel that I take been able to get some weaknesses to a manageable level. I recognize they will non exist strengths, but I retrieve some at least need to be at some disquisitional threshold to non drag everything else downwardly. If you lot talk similar shit to people, at least work on getting to a somewhat ceremonious level of advice instead of merely putting yourself in a position where you don't accept to talk to people. That seems unrealistic. You lot may never get the best communicator, but yous demand to raise information technology to a critical level in club to exist effective. I like to recollect that every squad, individual, group, department, and visitor at whatsoever one point has a switch (weakness) that needs to exist addressed. Information technology tin can take a while to figure out what the adjacent one is, merely this search is key. You tin also be proactive about looking for weaknesses that may occur in the near future. Another interesting tidbit from the book is the distinction between a 'reader and listener': > The first matter to know is whether you are a reader or a listener. Far likewise few people even know that in that location are readers and listeners and that people are rarely both. Even fewer know which of the two they themselves are. But some examples volition show how damaging such ignorance tin be. I wonder if it's the correct abstraction level to attack the problem at. Some people like to sit and brood on problems for a while beforehand, others adopt to do that with other people. This seems more than alike to many of the attributes associated with introverts and extroverts, than really readers and listeners. > Do I produce results equally a decision maker or as an adviser? A keen many people perform best as advisers but cannot have the burden and pressure level of making the conclusion. A good many other people, past contrast, need an adviser to force themselves to think; then they tin make decisions and deed on them with speed, self-confidence, and courage. This is a reason, by the mode, that the number two person in an organisation often fails when promoted to the number one position. The top spot requires a conclusion maker. Strong decision makers often put somebody they trust into the number two spot as their adviser—and in that position the person is outstanding. But in the number one spot, the aforementioned person fails. He or she knows what the decision should exist but cannot take the responsibility of actually making information technology. This vocabulary was immediately useful to me, and have sparked some fantastic conversations on the squad. A endmost notation from Drucker to ponder: > Organizations are no longer built on strength but on trust. The being of trust betwixt people does non necessarily mean that they like one some other. Information technology means that they understand one some other. Taking responsibility for relationships is therefore an accented necessity. It is a duty. Whether one is a fellow member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one'due south coworkers: those whose work one depends on as well as those who depend on i's own work. This book is so curt, about lxx pages, and has a couple of fantastic points (these were the main ones for me). I recommend skimming through it. Seems like this would brand an annual re-read for me.
1 of my accented favorites is the distinction between a decision-maker and an counselor:
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Source: https://www.goodreads.com/book/show/41587209-managing-oneself