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Getting Things Done When You Are Not in Charge

Getting Things Done When You Are Not in Charge Cover

 

Synopses & Reviews

Publisher Comments:

In today's workplace, your personal success — and job satisfaction — depend on knowing what you want to accomplish, on your ability to collaborate with colleagues whose goals may be different from your own, and on your understanding of what is really going on in your organization.

You know how difficult and frustrating it can be to get things done. But the truth is that you are not as powerless as you may feel. In Getting Things Done When You Are Not in Charge Geoffrey Bellman shares his proven techniques for:

* Enlisting key players from other departments in your cause
* Building support from your management for initiating change
* Taking risks and creating rewards for yourself in the workplace
* Dealing with organizational politics and power
* Building and leading effective teams and task forces
* Increasing both your job performance and personal satisfaction at work

With a wealth of practical approaches that you can use in your daily work, this is an invaluable guide to empowering yourself.

About the Author

Geoffrey M. Bellman has nearly thirty years of experience in getting things done in large organizations. He has spent fourteen years working inside Fortune 500 companies and sixteen years building a nationally known consulting practice in Seattle, Washington.

Table of Contents

TABLE OF CONTENTS

Preface
The Author

PART I

CORNERSTONES FOR SUCCEEDING IN A SUPPORT POSITION

1. Understanding the Job of Helping Others Succeed

You Are Not in Charge
Appreciate Your Uniqueness
Your Effort and Your Expertise
Stability and Change
Corporate Results: The Name of the Game
This Is Not the Only Game in Town

2. Leading When You Are Not in a Position of Authority

Leading on a Small Scale
Leading Makes No Sense
Leading Toward Your Vision
Committing to Lead
Leading Through Risky Decisions
Leadership Style
Leading from the Middle

3. How Change Works and How to Influence It

Key Elements of the Change Dynamic
Understanding Change at Work

PART II

DISCOVERING WHAT YOU WANT

4. Expressing Your Wants and Visions of Possible Futures

Secrets
Expressing the Dream
The "Theys" of Our Lives
Ask What They Want
The Wants Are Always There

PART III

MAKING THE MOST OF CURRENT REALITIES

5. Learning the Truth About the Organization and Yourself

The Corporate Village
Knowing, Understanding, Respecting, Accepting
Love of the Bumps: A Short Diversion
Discovering the Truth
The Hard Work Begins

6. Empowering Yourself from the Inside Out

Exceeding Our Limits
"They Won't..." or "1 Haven't..."
Out There or in Here
Power Through Position and Person
Our Special Powers
Perspectives on Power
Personal Power Comes from Within

7. Politics at Work: A Positive and Principled Approach

Politics Are Real and Essential
My Kind of Politics
A Political Experience
Support Functions as Political Breeding Grounds
Integrating Politics and Principles
Creating a Positive Political Climate
Outcomes and Options

8. How to Invest in and Bring About Change

Change Is Profoundly Difficult
Rapid Change Is Dangerous
Sound Change Is Rooted in Respect
Resistance Demonstrates Power
Perseverance Is a Lost Art
Continuous Innovation Is Crucial
Ideas Must Find Their Time
We Change Changing Organizations
There Are Perils to Success

PART IV

WORKING WITH THE WORKPLACE PLAYERS

9. Enlisting the Key Players in the Change Process

A Wealth of Resources
Now Leave the Fantasy...
Rules of Play
Help Those Who You Would Have Help You
Discover What They Want That You Want
You Are Invested in Their Success
Collaboration and Negotiation Are Your Best Options
Competition and Avoidance Do Not Work Well for You
Be Open About How You Deal with Players
Tend Your Relationships with Key Players

10. Consulting to Your Internal Customers: Ten Steps to Success

A Ten-Step Consulting Process
Entry
Contract
Data Collection
Analysis
Feedback
Alternatives
Decision
Action
Evaluation
Exit

11. Working Effectively with Cross-Functional Teams

Climb or Break Out of Those Glass Silos!
Concentrate on Company Results
Build Alliances with Other Support Units
Bring Together the Necessary Resources
Develop the Skill of Leading Groups

12. Building Solid Working Relationships

Dependence
Counterdependence
Independence
Interdependence
Dynamic Relationships

13. Serving Internal Customers Well

"Have to"
"Want to"
"Have to and Want to"
The Consequences of Being in Control
Alternatives to Controlling
The Consequences of Consultation
Moving from Control Toward Consultation
The Impact of the "Have to" on You
Reducing Negative Impact on "Have to" Customers
Doing the "Right" Work
Misuse of Our Authority

14. Simple Rules for Establishing Patterns of Success

Grow Through Small Successes
Risk Being Converted
Give Your Customers an "Out"
Expect Not to Be Appreciated
Accept Their Lack of Knowledge
Focus on What They Know
Don't Give Your Expertise Away
Reinvent the Wheel
"Ready, Fire, Aim"
Model What You Want

15. Respecting and Earning the Respect of Management

Management Does Not Understand!
"We're Trying to Run a Business Here"
Your Respect Shows
Earning Respect
Decide What Needs to Be Done and Do It
"If You Want Help, Call" Versus "I Can Help You!"
Feedback for Management
Respect the Past

16. Performing to Priorities

Money and Priorities
Management Time and Priorities
Finding and Filling Work Holes
Succeed on Management Terms
Patience, Perseverance, Consistency
Focus on Your Unique Contribution
Make Yourself Accountable
Link Your Work to Key Management Systems
Consider How You Are Seen
Build Patterns of Success
Seek Regular Management Reviews

17. Doing More with Less

Belt-Tightening Actions
Using Recession as an Opportunity

PART V

YOUR ROLE AS LEADER

18. Your Vision and Values at Work

Exploring Your Personal Vision
Exploring Your Personal Values
What Do You Value?
What Are Your Commonly Held Values?
You Never Get There

19. Your Courage to Risk
Risk and Leading Change
What Have You Got to Lose?
Putting Fears in Perspective
Sorting Risk Responsibilities
A Courage-Building, Risk-Taking Process

20. Creating Your Own Rewards

Reaction and Reward
There Are Never Enough Rewards
Praise Needed Breeds Dependence
Finding Rewards
The Rewards of Being on the Inside
Rethinking the Rewards of Your Work

21. Shaping and Reshaping Your Role

No Support
Assistant
Administrator
Monitor
Problem Solver
Planner
Strategist
Transformer
Assessing Your Support Role

22. An Action List for Leading Change

Accept That Leading Change Is Demanding
The Need for Change Must Be Compelling
Pursuing Change Requires Energy
Know How to Bring Change About
Change Should Allow You to Be Yourself
Twenty Leading Actions
Develop Your Change-Leading Abilities

Conclusion: A Life Perspective on Leading Change

Resources

Index

Product Details

ISBN:
9780671864125
Author:
Bellman, Geoffrey M.
Publisher:
Fireside
Author:
Bellman, Geoffrey
Location:
New York :
Subject:
Leadership
Subject:
Business Life - Inspirational
Subject:
Business Life
Subject:
Entrepreneurship
Subject:
Executive ability
Subject:
Organizational effectiveness
Subject:
Business Life - General
Subject:
General Business & Economics
Subject:
Management
Edition Number:
1st Fireside ed.
Edition Description:
Trade paper
Series Volume:
House Ex. doc 1
Publication Date:
19930901
Binding:
Paperback
Grade Level:
General/trade
Language:
English
Illustrations:
Yes
Pages:
304
Dimensions:
8.4375 x 5.5 in 10.048 oz

Related Subjects


Business » General
Business » Human Resource Management
Business » Management
Business » Personal Skills
Business » Teamwork
Business » Writing

Getting Things Done When You Are Not in Charge
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