Getting It Done: How to Lead When You're Not in ChargeLet's face it. In this chaotic world of teams, matrix management, and horizontal organizations, it's tougher than ever to get things done. How do you lead when you're not the one in charge? How can you be effective when joint action is needed? You need an edge in order to reach solutions and effectively work with others. |
Contents
| 3 | |
| 14 | |
PART B Basic Elements of Getting Things Done | 35 |
Thinking | 75 |
Learning | 112 |
Feedback | 158 |
Choose to Help | 200 |
Analytic Table of Contents | 207 |
Other editions - View all
Getting It Done: How to Lead When You're Not in Charge Roger Fisher,Alan Sharp No preview available - 1997 |
Common terms and phrases
accomplish achieve action adopt advice appreciation approach assumptions behavior better boss brainstorming causes challenging chapter CHOOSE TO HELP Circle Chart CLARIFY A VISION clear clients coaching collaboration colleagues commitment contribute coworkers decide decision DEVELOP A PERSONAL DIRECTOR DISORGANIZED THINKING distant vision draft easier effort employees engaged evaluation feedback feel firm getting things Getting to YES give goalkeeper habits hard Harvard Law School ideas improve inspiring integrating thought jazz joint lateral leadership look Martha's Vineyard meeting mid-distant goal motivate observations organization partners performance PERSONAL SKILL plans practice PRESCRIPTION problem production Quadrant question reasoning recipient responsibility role self-serving bias situation someone specific staff statement of purpose step strategy subordinates suggestions systematic thinking task teaching assistants techniques tell think systematically thought tion understand VISION OF JOINTLY