Getting Things Done When You Are Not in Charge

by Bellman, Geoffrey M.

• ISBN13: 9781576751725
• ISBN10: 1576751724
• Edition: 2nd
• Format: Paperback
• Copyright: 2001-08-27
• Publisher: Berrett-Koehler Publishers

Summary

You are not in charge. You may not be sure who is, but you know that you are not! Yet you want to do your work well, to succeed personally, and to satisfy the organisation. Whether you work as a professional, a manager, a volunteer, part time or full time, your success depends on others and their success depends on you. You know how difficult and frustrating it can be to get things done-especially when what is expected of you seems to exceed the authority you have been given. The truth is that you are not as powerless as you may feel. Getting Things Done When You Are Not in Charge 2/e details practical approaches to working successfully in today's organisations -and doing so without the benefit of position and formal power.

Author Biography

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.

Table of Contents

Preface	xi
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	1	(144)
The Illusion: Someone Is In Charge
The Life Game
A Model For Getting Things Done	5	(6)
An Exercise: Drawing Your Life	8	(3)
What To Read Next
``Why Is That Important?''	11	(6)
An Exercise: What Is Important	14	(3)
Pursuing Your Aspirations	17	(8)
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
Discovering Dreams	25	(8)
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
What Is Really Happening?	33	(8)
Five Steps To Discovering Reality
An Exercise: Organizational Reality	37	(4)
Love of the Bumps
Build Common Understanding	41	(6)
Help Others Find and Face the Truth
The Organizational Village
Building Understanding In Organizations
Face The Politics	47	(8)
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
Seek The Priorities	55	(6)
Follow the Money
Trace the Time
Find Your Power
An Exercise: Building Formal Power	59	(2)
Who Makes A Difference?	61	(8)
An Exercise: Successful Work Relationships	63	(6)
Help Those Whom You Would Have Help You
Respect the Past
Deal Openly
Create Your Relationship Web
Enlist Able Partners	69	(14)
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
Controlling Work Dynamics	83	(6)
A Model For Working With You
Our Need To Control
Dealing With Decision Makers	89	(10)
Show and Earn Respect
An Exercise: Building Respect	90	(9)
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
How Might You Help?	99	(8)
An Exercise: Self Discovery	101	(6)
I vs. They
Out There vs. In Here
Learning The Truth About Yourself
Knowledge of Your Self
Find The Courage To Risk	107	(12)
The Risks of Stepping Forward
Putting Fears In Perspective
Three Exercise: Building Your Courage	114	(5)
Summary
Making Your Work Rewarding	119	(8)
Reaction and Reward
The Rewards of Membership
Making Your Work Rewarding
Praise Fixation Breeds Dependence
An Exercise: Rewards From Your Work	124	(3)
Create Change	127	(12)
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
Actions That Get Things Done	139	(6)
Twenty Actions To Get Things Done
Building on and Beyond This Book
Conclusion: A Life Perspective On Leading Change	145	(2)
Resources	147	(2)
Index	149	(6)
About the Author	155