This link has been bookmarked by 105 people . It was first bookmarked on 15 Jul 2010, by someone privately.
-
02 Apr 18
-
04 Jan 14
-
When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless.
-
My current vision of success is based on the impact I can have, the experiences I can gain, and the happiness I can find personally, much more so than the pursuit of money or prestige. My main motivations are (1) to be with my family and people I care about; (2) to do something fun, exciting, and impactful;
-
-
05 Nov 12
-
01 Nov 12
-
13 Oct 12
-
ind cogent answers to three questions: First, how can I be sure that I’ll be happy in my career? Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness? Third, how can I be sure I’ll stay out of jail
-
One of the theories that gives great insight on the first question—how to be sure we find happiness in our careers—is from Frederick Herzberg, who asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements.
-
Create a Strategy for Your Life
-
having a clear purpose in my life has been essential
-
Allocate Your Resources
Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy.
-
investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.”
-
People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.
-
If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see the same stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said mattered most.
-
Create a Culture
-
Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which members of the group address recurrent problems. And culture defines the priority given to different types of problems. It can be a powerful management tool.
-
If you want your kids to have strong self-esteem and confidence that they can solve hard problems, those qualities won’t magically materialize in high school. You have to design them into your family’s culture—and you have to think about this very early on. Like employees, children build self-esteem by doing things that are hard and learning what works.
-
Avoid the “Marginal Costs” Mistake
-
The marginal cost of doing something wrong “just this once” always seems alluringly low. It suckers you in, and you don’t ever look at where that path ultimately is headed and at the full costs that the choice entails.
-
it’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time.
-
If you give in to “just this once,” based on a marginal cost analysis, as some of my former classmates have done, you’ll regret where you end up. You’ve got to define for yourself what you stand for and draw the line in a safe place.
-
Remember the Importance of Humility
-
if you have a humble eagerness to learn something from everybody, your learning opportunities will be unlimited.
-
you can be humble only if you feel really good about yourself—and you want to help those around you feel really good about themselves, too.
-
When we see people acting in an abusive, arrogant, or demeaning manner toward others, their behavior almost always is a symptom of their lack of self-esteem. They need to put someone else down to feel good about themselves.
-
Choose the Right Yardstick
-
God will assess my life isn’t dollars but the individual people whose lives I’ve touched.
-
Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people
-
-
06 Aug 12
-
14 May 12
-
First, how can I be sure that I’ll be happy in my career? Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness? Third, how can I be sure I’ll stay out of jail?
-
asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements.
-
Frederick Herzberg
-
Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team.
-
Doing deals doesn’t yield the deep rewards that come from building up people.
-
Create a Strategy for Your Life
-
Because companies’ decision-making systems are designed to steer investments to initiatives that offer the most tangible and immediate returns, companies shortchange investments in initiatives that are crucial to their long-term strategies.
-
Over the years I’ve watched the fates of my HBS classmates from 1979 unfold; I’ve seen more and more of them come to reunions unhappy, divorced, and alienated from their children. I can guarantee you that not a single one of them graduated with the deliberate strategy of getting divorced and raising children who would become estranged from them. And yet a shocking number of them implemented that strategy.
-
The reason? They didn’t keep the purpose of their lives front and center as they decided how to spend their time, talents, and energy.
-
I apply the tools of econometrics a few times a year, but I apply my knowledge of the purpose of my life every day. It’s the single most useful thing I’ve ever learned.
-
I promise my students that if they take the time to figure out their life purpose, they’ll look back on it as the most important thing they discovered at HBS.
-
Allocate Your Resources
-
Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy.
-
If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see the same stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said mattered most.
-
Create a Culture
-
They embrace priorities and follow procedures by instinct and assumption rather than by explicit decision—which means that they’ve created a culture.
-
Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which members of the group address recurrent problems. And culture defines the priority given to different types of problems.
-
Families have cultures, just as companies do. Those cultures can be built consciously or evolve inadvertently.
-
Like employees, children build self-esteem by doing things that are hard and learning what works.
-
Avoid the “Marginal Costs” Mistake
-
The marginal cost of doing something wrong “just this once” always seems alluringly low.
-
In theory, surely I could have crossed over the line just that one time and then not done it again. But looking back on it, resisting the temptation whose logic was “In this extenuating circumstance, just this once, it’s OK” has proven to be one of the most important decisions of my life.
-
The lesson I learned from this is that it’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time.
-
You’ve got to define for yourself what you stand for and draw the line in a safe place.
-
Remember the Importance of Humility
-
I asked all the students to describe the most humble person they knew. One characteristic of these humble people stood out: They had a high level of self-esteem. They knew who they were, and they felt good about who they were.
-
We also decided that humility was defined not by self-deprecating behavior or attitudes but by the esteem with which you regard others.
-
if your attitude is that only smarter people have something to teach you, your learning opportunities will be very limited. But if you have a humble eagerness to learn something from everybody, your learning opportunities will be unlimited.
-
When we see people acting in an abusive, arrogant, or demeaning manner toward others, their behavior almost always is a symptom of their lack of self-esteem. They need to put someone else down to feel good about themselves.
-
Choose the Right Yardstick
-
I’ve concluded that the metric by which God will assess my life isn’t dollars but the individual people whose lives I’ve touched.
-
Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people.
-
This is my final recommendation: Think about the metric by which your life will be judged, and make a resolution to live every day so that in the end, your life will be judged a success.
-
-
10 May 12
"I’ve thought about that a million times since. If I had been suckered into telling Andy Grove what he should think about the microprocessor business, I’d have been killed. But instead of telling him what to think, I taught him how to think—and then he reached what I felt was the correct decision on his own.
That experience had a profound influence on me. When people ask what I think they should do, I rarely answer their question directly. Instead, I run the question aloud through one of my models. I’ll describe how the process in the model worked its way through an industry quite different from their own. And then, more often than not, they’ll say, “OK, I get it.” And they’ll answer their own question more insightfully than I could have." -
22 Apr 12
-
14 Mar 12
-
13 Feb 12
-
powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements.
-
-
02 Jan 12
John LowellWisdom. A must read from @claychristensen on happiness, faith, and humility "How Will You Measure Your Life?" - http://t.co/qEai0QgF
-
27 Dec 11
-
23 Dec 11
-
Frederick Herzberg, who asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements.
-
They didn’t keep the purpose of their lives front and center as they decided how to spend their time, talents, and energy.
-
If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see the same stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said mattered most.
-
-
15 Dec 11
-
21 Sep 11
-
16 Sep 11
Conor usa"ecause I’m returning to McKinsey, it probably seems like not all that much has changed for me. But while I was at HBS, I decided to do the dual degree at the Kennedy School. With the elections in 2008 and the economy looking shaky, it seemed more compelling for me to get a better understanding of the public and nonprofit sectors. In a way, that drove my return to McKinsey, where I’ll have the ability to explore private, public, and nonprofit sectors."
-
14 Sep 11
-
12 Sep 11
-
23 Aug 11
-
23 May 11
-
17 May 11
-
26 Apr 11
-
25 Apr 11
-
24 Apr 11
-
21 Apr 11
midmarketplace_How Will You Measure Your Life? - Harvard Business Review http://t.co/1va7ujz via @feedly
-
19 Apr 11
Daniel Albright"In the spring, 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 them to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. And so we asked him to share them with the readers of HBR.
-
25 Oct 10
-
26 Aug 10
-
12 Aug 10
-
11 Aug 10
-
10 Aug 10
-
09 Aug 10
-
05 Aug 10
-
04 Aug 10
-
03 Aug 10
-
02 Aug 10
-
29 Jul 10
perhakanssonThe HBR article I talked about.
-
Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness?
-
First, how can I be sure that I’ll be happy in my career?
-
Third, how can I be sure I’ll stay out of jail?
-
it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements.
-
Management is the most noble of professions if it’s practiced well.
-
It’s quite startling that a significant fraction of the 900 students that HBS draws each year from the world’s best have given little thought to the purpose of their lives.
-
Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy.
-
our careers provide the most concrete evidence that we’re moving forward
-
In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement.
-
People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers
-
find this predisposition toward endeavors that offer immediate gratification
-
people allocating fewer and fewer resources to the things they would have once said mattered most
-
agree on what they want from their participation in the enterprise
-
what actions will produce the desired results
-
they had begun working with their children at a very young age to build a culture at home in which children instinctively behave respectfully toward one another, obey their parents, and choose the right thing to do.
-
If you want your kids to have strong self-esteem and confidence that they can solve hard problems
-
this doctrine biases companies to leverage what they have put in place to succeed in the past, instead of guiding them to create the capabilities they’ll need in the future.
-
They had a high level of self-esteem.
-
Good behavior flows naturally from that kind of humility.
-
almost all your learning has come from people who are smarter and more experienced than you: parents, teachers, bosses.
-
When you make a ton of money, you want more of it.
-
-
27 Jul 10
-
26 Jul 10
ken .Clayton Christensen, Not telling Andy Grove but telling a story (about his model), letting him come up with more insightful answer. Plus his own religious views on humility and class of 2010's outlook on life after the financial crisis (and sunk costs, ma
business change cost finance hbr principles questions religion story technology
-
webminkWorthwhile reading for a Monday from Clayton Christensen.
-
24 Jul 10
-
22 Jul 10
-
21 Jul 10
-
19 Jul 10
arobert"When people ask what I think they should do, I rarely answer their question directly. Instead, I run the question aloud through one of my models. I’ll describe how the process in the model worked its way through an industry quite different from their own
models management philosophy harvard claytonchristensen delicious
-
16 Jul 10
-
Robert MartinezBy the time you make it to a top graduate school, almost all your learning has come from people who are smarter and more experienced than you: parents, teachers, bosses. But once you’ve finished at Harvard Business School or any other top academic institu
advice lifestyle business career quotes speech humility best of 2010
-
archizooRT @VenessaMiemis: RT @cdgrams A must read. Clayton M. Christensen has wonderful insights on "How Will You Measure Your Life?" - http:// ...
-
15 Jul 10
-
-
instead of telling him what to think, I taught him how to think—and then he reached what I felt was the correct decision on his own.
-
Frederick Herzberg, who asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements.
-
-
14 Jul 10
-
Stephen WalliUnconsciously, we often employ the marginal cost doctrine in our personal lives when we choose between right and wrong. A voice in our head says, “Look, I know that as a general rule, most people shouldn’t do this. But in this particular extenuating circu
business balance life work harvard economics christensen delicious
Would you like to comment?
Join Diigo for a free account, or sign in if you are already a member.