Getting things Done When You're not In Charge
2nd Edition
Published on 27. August 2001
Book
Paperback/Softback
176 pages
978-1-57675-172-5 (ISBN)
Description
You are not in charge and you want to make a difference: that is the dilemma. You may not know who is in charge in today's changing, temporary, and virtual organizations, but you know you are not! You are searching for ways to contribute through the work you do and gain some personal satisfaction in the process. This book can help you do just that.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
More details
Other editions
Additional editions
E-Book
09/2001
1st Edition
Berrett-Koehler Publishers
€25.69
Available for download
Geoffrey M. Bellman
Getting Things Done When You Are Not in Charge
E-Book
09/2001
2nd Edition
Berrett-Koehler Publishers
€25.69
Available for download
Person
Geoffrey M. Bellman is the founder of the consulting firm, GMB Associates, Ltd.He is also the author of four previous books, including The Consultant’s Calling, The Beauty of the Beast, and Your Signature Path.
Content
Preface
What This New Edition Is About / Why I Wrote This Book / Who Is This Book For / How To Read This Book / Acknowledgments
Introduction: You Are Not In Charge
The Illusion: Someone Is In Charge / The Life Game
Chapter 1: A Model For Getting Things Done
An Exercise: Drawing Your Life / What To Read Next
Chapter 2: “Why Is That Important?”
An Exercise: What Is Important
Chapter 3: Pursuing Your Aspirations
Know What You Want / Know Why You Want What You Want / Wants Are Linked to Life Purpose / Figure Out What You Want Before Talking About It / Each Day Remind Yourself of What Is Important / Alignment of Wants Builds Power / Lead Your Own Life / Immediate Fulfillment Requires Immediate Action / Distant Fulfillment Requires Persistence / Know How You Want To Work With Others
Chapter 4: Discovering Dreams
Wants Always Exist / Express The Dream / Discover What They Want That You Want / Build Commitment To Wants / Reinvent The Wheel / Help Them Know That You Know / Collaboration and Negotiation: Your Best Options / Competition and Avoidance: Not Your Best Options
Chapter 5: What Is Really Happening?
Five Steps To Discovering Reality / An Exercise: Organizational Reality / Love of the Bumps
Chapter 6: Build Common Understanding
Help Others Find and Face the Truth / The Organizational Village / Building Understanding In Organizations
Chapter 7: Face The Politics
Politics Are Real and Inescapable / My Kind of Politics / Your Mix of Politics and Values / Building a Positive Political Climate / Working Through Negative Political Situations
Chapter 8: Seek The Priorities
Follow the Money / Trace the Time / Find Your Power / An Exercise: Building Formal Power
Chapter 9: Who Makes A Difference?
An Exercise: Successful Work Relationships / Help Those Whom You Would Have Help You / Respect the Past / Deal Openly / Create Your Relationship Web
Chapter 10: Enlist Able Partners
The Parts In Partnership / Anticipating Success / Contracts and Contracting / Your Unique Value-Added Contribution / Partnership Begins With You / Build a Pattern of Accomplishments / Pass the Word on Your Success / Expect Less Appreciation / Accept Others’ Lack of Knowledge / Ask About What They Care About / Risk Seeing It Their Way / Say Yes . . . And Say No / Long-Term Partnerships / Summary
Chapter 11: Controlling Work Dynamics
A Model For Working With You / Our Need To Control
Chapter 12: Dealing With Decision Makers
Show and Earn Respect / An Exercise: Building Respect / They Don’t Understand Your Work / Understand Their Purpose and Viewpoint / Do Not Wait: Initiate! / Link Your Work To Key Systems / Seek Reviews of Your Work / Find Ways To Offer Feedback / Summary
Chapter 13: How Might You Help?
An Exercise: Self Discovery / I vs. They / Out There vs. In Here / Learning The Truth About Yourself / Knowledge of Your Self
Chapter 14: Find The Courage to Risk
The Risks of Stepping Forward / Putting Fears In Perspective / Three Exercises: Building Your Courage / Summary
Chapter 15: Making Your Work Rewarding
Reaction and Reward / The Rewards of Membership / Making Your Work Rewarding / Praise Fixation Breeds Dependence / An Exercise: Rewards From Your Work
Chapter 16: Create Change
Stability Meets Instability / The Need For Change Must Be Compelling / Leading Change Is Demanding / Change Is Rooted In Respect / Help Others Hear Your Ideas / Resistance Reveals Power / Perseverance Required / Ideas Must Find Their Time / The Dangers of Rapid Change / Change In Changing Organizations / Succeed On Their Terms As Well As Your Own / Expect The Change To Allow You To Be Yourself
Chapter 17: Actions That Get Things Done
Twenty Actions To Get Things Done / Building on and Beyond This Book
Conclusion: A Life Perspective On Leading Change
Resources
Index
About the Author
What This New Edition Is About / Why I Wrote This Book / Who Is This Book For / How To Read This Book / Acknowledgments
Introduction: You Are Not In Charge
The Illusion: Someone Is In Charge / The Life Game
Chapter 1: A Model For Getting Things Done
An Exercise: Drawing Your Life / What To Read Next
Chapter 2: “Why Is That Important?”
An Exercise: What Is Important
Chapter 3: Pursuing Your Aspirations
Know What You Want / Know Why You Want What You Want / Wants Are Linked to Life Purpose / Figure Out What You Want Before Talking About It / Each Day Remind Yourself of What Is Important / Alignment of Wants Builds Power / Lead Your Own Life / Immediate Fulfillment Requires Immediate Action / Distant Fulfillment Requires Persistence / Know How You Want To Work With Others
Chapter 4: Discovering Dreams
Wants Always Exist / Express The Dream / Discover What They Want That You Want / Build Commitment To Wants / Reinvent The Wheel / Help Them Know That You Know / Collaboration and Negotiation: Your Best Options / Competition and Avoidance: Not Your Best Options
Chapter 5: What Is Really Happening?
Five Steps To Discovering Reality / An Exercise: Organizational Reality / Love of the Bumps
Chapter 6: Build Common Understanding
Help Others Find and Face the Truth / The Organizational Village / Building Understanding In Organizations
Chapter 7: Face The Politics
Politics Are Real and Inescapable / My Kind of Politics / Your Mix of Politics and Values / Building a Positive Political Climate / Working Through Negative Political Situations
Chapter 8: Seek The Priorities
Follow the Money / Trace the Time / Find Your Power / An Exercise: Building Formal Power
Chapter 9: Who Makes A Difference?
An Exercise: Successful Work Relationships / Help Those Whom You Would Have Help You / Respect the Past / Deal Openly / Create Your Relationship Web
Chapter 10: Enlist Able Partners
The Parts In Partnership / Anticipating Success / Contracts and Contracting / Your Unique Value-Added Contribution / Partnership Begins With You / Build a Pattern of Accomplishments / Pass the Word on Your Success / Expect Less Appreciation / Accept Others’ Lack of Knowledge / Ask About What They Care About / Risk Seeing It Their Way / Say Yes . . . And Say No / Long-Term Partnerships / Summary
Chapter 11: Controlling Work Dynamics
A Model For Working With You / Our Need To Control
Chapter 12: Dealing With Decision Makers
Show and Earn Respect / An Exercise: Building Respect / They Don’t Understand Your Work / Understand Their Purpose and Viewpoint / Do Not Wait: Initiate! / Link Your Work To Key Systems / Seek Reviews of Your Work / Find Ways To Offer Feedback / Summary
Chapter 13: How Might You Help?
An Exercise: Self Discovery / I vs. They / Out There vs. In Here / Learning The Truth About Yourself / Knowledge of Your Self
Chapter 14: Find The Courage to Risk
The Risks of Stepping Forward / Putting Fears In Perspective / Three Exercises: Building Your Courage / Summary
Chapter 15: Making Your Work Rewarding
Reaction and Reward / The Rewards of Membership / Making Your Work Rewarding / Praise Fixation Breeds Dependence / An Exercise: Rewards From Your Work
Chapter 16: Create Change
Stability Meets Instability / The Need For Change Must Be Compelling / Leading Change Is Demanding / Change Is Rooted In Respect / Help Others Hear Your Ideas / Resistance Reveals Power / Perseverance Required / Ideas Must Find Their Time / The Dangers of Rapid Change / Change In Changing Organizations / Succeed On Their Terms As Well As Your Own / Expect The Change To Allow You To Be Yourself
Chapter 17: Actions That Get Things Done
Twenty Actions To Get Things Done / Building on and Beyond This Book
Conclusion: A Life Perspective On Leading Change
Resources
Index
About the Author