As we approach the end of this module, I'd like to take some time to talk about the Peter Drucker article that you were assigned to read. This article is a nice summary of many of the lessons that we addressed in this module. As you reflect on this article, I'd like for you to think about. Do you know the answer to the questions that he post? Do you have a plan to deal with those answers? Let's take these one at a time. In his article, he talked about knowing your strengths. Do you know what your strengths are? Why is that important? Drucker suggests that as you develop your plan for improving your leadership skills, one of the things that you must not forget are your strengths. There's a tendency in development plans to think about addressing weaknesses. If you only do that, you'll miss the opportunity to leverage your strengths. How do you perform? Do you know? How do you get feedback? And how do you assess your own performance? If you don't have tools for that, you'll need to develop them. Are there any particular aspects, if your performance that are hindering your effectiveness? Do you know what they are? How can you get those? Who can you trust to tell you those things that are hindering your performance? As you grow, you're going to want to develop those mentors that will help you analyze your performance, and assess where those weaknesses may be. Where can you contribute the best? Where do you fit in? Not all of us will fit in every particular role. Understanding what environment, where you work most effectively will be critical because those are the environments that you want to seek to leverage success. Finding out where you belong, what work environment, what people, what kinds of work that you want to do will be very critical. Leveraging success is a key thing throughout the Drucker article. What are your values? What's important to you? In the context of an engineer, this may be, what is the corporate culture in which you work? Understanding that culture and understanding that your values are consistent with that culture, will be extremely important to your attitude and how you choose to contribute. How do you feel about developing the relationships in your world? How do you take ownership for those and act in proactive ways that will help grow more effective relationships? And lastly, do you have a plan for the rest of your life? Druker suggests that if all you have in your life is your engineering profession and don't develop other interests, when the time comes to end that profession, you will be at a loss for what to do with the remainder of your life.