Getting Things Done When You Are Not in Charge

Table Of Contents

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