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.
Chapter
The Illusion: Someone Is In Charge
Chapter 1: A Model For Getting Things Done
An Exercise: Drawing Your Life
Chapter 2: “Why Is That Important?”
An Exercise: What Is Important
Chapter 3: Pursuing Your Aspirations
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
Immediate Fulfillment Requires Immediate Action
Distant Fulfillment Requires Persistence
Know How You Want To Work With Others
Chapter 4: Discovering Dreams
Discover What They Want That You Want
Build Commitment To Wants
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
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
Your Mix of Politics and Values
Building a Positive Political Climate
Working Through Negative Political Situations
Chapter 8: Seek The Priorities
An Exercise: Building Formal Power
Chapter 9: Who Makes A Difference?
An Exercise: Successful Work Relationships
Help Those Whom You Would Have Help You
Create Your Relationship Web
Chapter 10: Enlist Able Partners
Contracts and Contracting
Your Unique Value-Added Contribution
Partnership Begins With You
Build a Pattern of Accomplishments
Pass the Word on Your Success
Accept Others’ Lack of Knowledge
Ask About What They Care About
Chapter 11: Controlling Work Dynamics
A Model For Working With You
Chapter 12: Dealing With Decision Makers
An Exercise: Building Respect
They Don’t Understand Your Work
Understand Their Purpose and Viewpoint
Link Your Work To Key Systems
Seek Reviews of Your Work
Find Ways To Offer Feedback
Chapter 13: How Might You Help?
An Exercise: Self Discovery
Learning The Truth About Yourself
Chapter 14: Find The Courage To Risk
The Risks of Stepping Forward
Putting Fears In Perspective
Three Exercises: Building Your Courage
Chapter 15: Making Your Work Rewarding
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
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
Getting Things Done When You Are Not in Charge
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