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Some are exceptionally talented as coaches and mentors others are simply incompetent as mentors.ĭo I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? Few people work well in all kinds of environments.
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To manage yourself effectively, you also have to ask, Do I work well with people, or am I a loner? And if you do work well with people, you then must ask, In what relationship? Others learn by hearing themselves talk.Īm I a reader or a listener? and How do I learn? are the first questions to ask. Far too few people even know that there are readers and listeners and that people are rarely both. The first thing to know is whether you are a reader or a listener.
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One should waste as little effort as possible on improving areas of low competence. We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. Second, work on improving your strengths.Ĭomparing your expectations with your results also indicates what not to do. Put yourself where your strengths can produce results. Nine or 12 months later, compare the actual results with your expectations.įirst and foremost, concentrate on your strengths. Whenever you make a key decision or take a key action, write down what you expect will happen. We need to know our strengths in order to know where we belong. One cannot build performance on weaknesses, let alone on something one cannot do at all. Most people think they know what they are good at.