We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

Managing Your Self is a unique and ground breaking guide to increasing personal and professional effectiveness in a business context. Now available in paperback, the book shows students and managers how to contribute effectively and progressively to their organizations while enjoying more effective, dynamic and satisfying professional and personal lives.

The path to your professional success starts with a critical look in the mirror. If you read nothing else on managing yourself, read these 10 articles (plus the bonus article “How Will You Measure Your Life?” by Clayton M. Christensen). We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself. HBR's 10 Must Reads on Managing Yourself will inspire you to: Stay engaged throughout your 50+-year work life Tap into your deepest values Solicit candid feedback Replenish physical and mental energy Balance work, home, community, and self Spread positive energy throughout your organization Rebound from tough times Decrease distractibility and frenzy Delegate and develop employees' initiative This collection of best-selling articles includes: bonus article “How Will You Measure Your Life?” by Clayton M. Christensen, "Managing Oneself," "Management Time: Who's Got the Monkey?" "How Resilience Works," "Manage Your Energy, Not Your Time," "Overloaded Circuits: Why Smart People Underperform," "Be a Better Leader, Have a Richer Life," "Reclaim Your Job," "Moments of Greatness: Entering the Fundamental State of Leadership," "What to Ask the Person in the Mirror," and "Primal Leadership: The Hidden Driver of Great Performance."

The experts' guide to how to manage the most important person you are responsible for: yourself. Here are the checklists compiled by the CMI's experts on the aspects that are most crucial to your personal performance as a manager, on such topics as: Starting a new job; Fitting in and getting on; Handling workplace relationships; Developing your network; Making an impact; Succeeding as a new manager; Handling the politics; Testing for personal effectiveness; Personal development planning; Working out a career plan; Writing your CV; Managing your time effectively; Handling information and avoiding overload; Solving problems; Stress management, and putting yourself first; Emotional intelligence; Marketing yourself; Managing (your relationship with) your boss; and Networking. It is all here, from the basics to the more nuanced and difficult to get right, and included among the essential checklists are profiles of leading management thinkers on key topics.

To be an efficient manager, one requires an understanding of his own passions and motivations, strengths and weaknesses. This guide offers advice from business greats, including Peter F Drucker and John P Kotter, on how managers can improve personal performance and productivity and become better managers of those they lead.

Teaches you how the brain generates thoughts and emotions, how to take charge of those and gain peace in your life. The book use illustrations with the rhino and ostrich to represent the conscious mind and the instinctive brain. The flow of the book is to teach how the brain works in a practical way, what problems that generates, what the solutions are, what relationships it affects most, and tips how to gain control.

In the spring of 2010, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen’s thinking is rooted in his deep religious faith, these are strategies anyone can use. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.