How do you manage yourself? Du Lak said that you have to ask yourself five questions. The key is that the corresponding action should be taken after answering the question. "Know yourself", more than two thousand years ago, the philosopher of Ancient Greece said. The ancient Greeks compared, did not know how to meet yourself. "Manage yourself", 1999, managing Master Durak published an article. Du Lak is deeply pragmatic and pragmatic, and finally tells the manager how to know yourself, and rose "understanding" to the height of "management". How do you manage yourself? Du Lak said that you have to ask yourself five questions. The first question is: What is my strength? Few people really know the correct answer. You should find feedback to the people around and analyze, find yourself, and then strive to improve your strengths. At the same time, find those places that hinder their strengths (such as some important skills outside your own professional fields, or lacking should be polite in interpersonal communication) and change them. The second question is: What is the way I do? Just like people have different, there are different ways to do things. For example, are you "Reader" or "listener"? "Reader" likes to see written information, "listener" habits to listen to the oral report. Another example, what way you use? The most common is "listening" and "reading", but there are also many main learning methods of "writing" or "say". Under the big problem of doing things, there are a lot of questions to ask. For example, are you good at teamwork, or habits? Are you good at doing a hand, or is it used to being a deputy? Are you a decision maker or a military division? Are you going to play with a high pressure, or you can play well in a peaceful or orderly environment? Are you more performance in big companies or in small companies? The key is not to answer these questions, but after answering the problem and take the corresponding action. The third question is: What is my values? People and businesses have their own business values. If the two conflicts, you will be difficult to play performance. For example, if you believe in culturing talents inside, companies like airborne foreign aid, you pursue long-term performance and enterprises pursue short-term results, you advocate breakthrough innovation and companies are willing to continue to improve, is the conflict of values, rather than who is wrong. After answering the top three issues, you can answer the fourth question: Where should I work? Or, you know at least where you should not work. Know what kind of job will not say that you will do a new job in what way, and ask the corresponding expectations and cooperation. At this time, the fifth question should be replied: What should I contribute? It is necessary to consider the factors: First, the requirements of the situation, the second is based on your own strengths, do things and values, how to make the biggest contribution, and how the three is far-reaching.
