HBR's 10 Must Reads on Managing Yourself (with bonus article “How Will You Measure Your Life?” by Clayton M. Christensen)

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

That’s why management, if practiced well, can be the noblest of occupations;

Where and how can I achieve results that will make a difference within the next year and a half?

Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference

By that time, however, they should know the answers to the three questions: What are my strengths? How do I perform? and, What are my values?

Values, in other words, are and should be the ultimate test

To be effective in an organization, a person’s values must be compatible with the organization’s values. They do not need to be the same, but they must be close enough to coexist

A great many people perform best as advisers but cannot take the burden and pressure of making the decision. A good many other people, by contrast, need an adviser to force themselves to think; then they can make decisions and act on them with speed, self-confidence, and courage

Do I produce results as a decision maker or as an adviser?

But they are by no means the only ones. 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?