1. BECOMING A SELF-MANAGER
1.1. IDENTIFY ROLES
1.2. SELECT GOALS
1.3. TEMPORARY PROGRAMMING
1.4. DAILY ADAPTATION
1.4.1. LONG-TERM ORGANIZATION
1.4.2. WEEKLY ORGANIZATION
1.4.2.1. ROLES
1.4.2.1.1. METAS
2. FOURTH GENERATION PROGRESS
2.1. FIRTS
2.1.1. IT CENTERS IN PRINCIPLES
2.2. SECOND
2.2.1. IT IS DIRECTED BY THE MORAL CONSCIOUSNESS
2.3. THIRT
2.3.1. DEFINE OUR SINGULAR MISSION INCLUDING VALUES AND LONG-TERM GOALS
2.4. QUARTER
2.4.1. HELPS TO BALANCE LIFE IDENTIFYING ROLES
2.5. FIFTH
2.5.1. PROVIDES A BROADER COTEXT THROUGH THE WEEKLY ORGANIZATION
3. DELEGATION
3.1. DELAGATION OF THE MANAGER
3.1.1. GUIDELINES
3.1.2. DESIRED RESULTS
3.1.3. RENDITION OF ACCOUNTS
3.1.4. RESOURCES
3.1.5. CONSEQUENCES
3.2. DELEGATION OF RECREEROS
3.2.1. GO TO SEARCH THIS, DO THIS
4. SIX MAIN DEPOSITS
4.1. UNDERSTAND THE INDIVIDUAL
4.2. PAY ATTENTION IN THE SMALL THINGS
4.3. MAINTAIN COMMITMENTS
4.4. SHOW PERSONAL INTEGRITY
4.5. CLARIFY EXPECTATIONS
4.6. DISCUSS SINCERELY
5. INDEPENDENT WILL
5.1. MORAL CONSCIENCE
5.2. SELF-AWARENESS
5.3. IMAGINATIÓN
6. GESTIÓN DEL TIEMPO
6.1. FIST GENERATIÓN
6.1.1. REQUIREMENTS RAISED
6.2. SECOND GENERATION
6.2.1. AGENDAS
6.3. THIRD GENERATION
6.3.1. IDEAS PRIORITY
6.4. QUARTER GENERATIÓN
6.4.1. ADMINISTRATION TO OURSELVES
7. RESUTLS
7.1. FIRTS
7.1.1. EXHAUSTION
7.1.2. ESTRÉSS
7.1.3. STOPING FIRE
7.1.4. CRISIS
7.2. SECOND
7.2.1. VIEW
7.2.2. PERSPECTIVE
7.2.3. DISCIPLINE
7.2.4. CONTROL
7.3. THIRT
7.3.1. FRAGILE OR BROKEN RELATIONS
7.3.2. IT FEELS IMPORTANT, EXCLUDED FROM CONTROL
7.3.3. ADMINISTRATION OF CRISIS
7.4. QUARTER
7.4.1. TOTAL IRRESPONSIBILITY
7.4.2. DEPEND ON OTHERS