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151 Quick Ideas for Delegating and Decision Making Ideas
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151 Quick Ideas for Delegating and Decision Making Ideas
by Stephanie McFarland, Robert E. Dittmer
151 Quick Ideas for Delegating and Decision Making
Cover Page
Title page
Copyright Page
Contents
How to Use This Book
Introduction
1. What Is a Decision?
2. Decisions as Remedies
3. Decisions as Avenues to Progress
4. Making the Decision: Is It Yours to Make?
5. A Key Question: Why Are You Making This Decision?
6. Decisions to Save Face
7. Decisions to Gain Prestige
8. Decisions to Fit In
9. Decisions to Get Promoted
10. Is It Soley Your Decision to Make?
11. Do You Need to Share the Decision With Someone Else?
12. Consulting the Key Players27
13. Do You Need a Consensus?
14. Is Consensus Decision Making Right for Your Situation?
15. When Consensus Is the Answer
16. When It’s Not
17. Know Your Decision-Making Style
18. Simple Decisions
19. What’s the Problem?
20. Covey Has It Right: Start With the End in Mind
21. Research Starts With the Ears
22. How to Listen Effectively
23. Techniques for Asking Questions
24. Think—Don’t React
25. Think Options!
26. Prioritize—Know What Decisions to Make When
27. Seek Input From Others—Even When It’s Soley Your Decision
28. Decisions to Save Face
29. Consult With Mentors, Veterans in Your Field, Company Experts, and Colleagues
30. Value Others’ Insight
31. Have a Brainstorm
32. Weighing Pros and Cons
33. There are No Mistakes, Only Lessons
34. Risk Is Good—Embrace It!
35. Leverage Risk for a Calculated Outcome
36. Avoid Making Decisions From Ego
37. Avoid Making Decisions Political
38. Avoid the Proverbial Knee-Jerk Reaction
39. Avoid Group Think
40. Group Think Is Manipulation—It’s Not Consensus
41. Remember the Organizational “Layers” Involved
42. Whoa! You’re Challenging the Status Quo?
43. When Culture Stands in the Way
44. Ambiguity—Applying the Law of Co-orientation
45. Look for the Win-Win Result
46. Decisions That Require a Strategy
47. The Law of Diminishing Returns
48. Banishing the “What Ifs”
49. Keep an Open Mind
50. Let Go of Assumptions
51. Let Go of Fear
52. See the Possibilities
53. Don’t Be Afraid of Conflict
54. Change Is a Natural Catalyst for Conflict
55. Change Is the Fuel of Progress
56. Don’t Take It Personally
57. Don’t Make It Personal
58. Handling Those Who Disagree
59. Base Your Decision on the Merits of the Proposal or Solution
60. Resist the Urge to Go With the First Option on the Table
61. Resist the Urge to Go With Very Limited Facts
62. Resist the Urge to Dismiss Problems That Require Dynamic Levels of Decisions
63. Do What’s Right!
64. Walking With Integrity
65. No Decision Is a Decision
66. Don’t Be a Buridan’s Ass
67. Take a Step Backward to Review
68. Sometimes You Need to Use Brakes
69. Comparing Outcomes With Goals and Objectives
70. Overcoming Mental Decision Blocks
71. Go Have Fun!
72. Sweat It Out!
73. Go Mindless!
74. Give It a Rest!
75. Try Some Theory
76. Who’s That Cheerleader in the Cute Outfit?
77. You Can Be a Cheerleader
78. Being Supportive of Other Decision Makers
79. Learn From Others’ Experiences
80. Respecting Differences of Opinion
81. Handling Other Decision Makers
82. Handling Those Affected by the Decision
83. Handling Your Own Staff
84. Be “Ask Assertive,” Not “Tell Assertive”
85. Show Them, Don’t Tell Them
86. When You Don’t Have the Final Decision
87. Power Versus Influence
88. Practicing Reason Over Rank for Better Decisions
89. Win-Win Is an Easy Sell
90. Evaluating Decisions
91. Evaluation Also Means Looking at People
92. Good Decisions Today Are Tomorrow’s Successes Replayed
93. Moving On—From Success and Failure
94. Defining Delegation
95. Delegation Versus Decision-Making
96. What Delegation Is Not
97. Organizational Culture—Are You Set Up to Succeed?
98. A Closer Look at Delegation
99. Delegating Sideways and Upward
100. Why Delegate?
101. But I’ll Be Giving up Power!
102. Get More Time to Get More Done
103. Make Quick, Quality Decisions
104. Employees Unite!
105. Encourage Employee Commitment
106. Teach a Man to Fish
107. Know Your Management Style
108. Develop Your Coaching Skills
109. They Like Me! They Really Like Me!
110. Popularity Is a Plus
111. Delegate to Improve Relationships
112. Authority Versus Responsibility
113. Show Them the Vision and the Rewards
114. Have a Game Plan
115. The “Who” and “What” of Delegation
116. Assessing the Team
117. Selling the Work
118. Make Your Optimism Obvious
119. Set Expectations
120. Set a Time Line
121. Follow Up
122. Confidence in Competence
123. Fight the Fear of Mistrust
124. The Big Decisions
125. Fight the Fear of Delegating the Bigger Decisions
126. Outline Specifically What You Want Done
127. Spread the Word
128. Don’t Jump at the First Sign of Trouble
129. Continue to Move Forward Even When Problems Arise
130. Have Employees Help Resolve Problems
131. Perfection Not Necessary
132. Organizational Rewards of Delegating
133. Your Rewards for Delegating
134. You Get Relieved of Workload
135. Greater Team Involvement
136. Better Results
137. Increased Team Loyalty
138. Enhanced Capabilities
139. Enhanced Self-Esteem
140. Enhanced Sense of Accomplishment
141. The Importance of Trust
142. Provide Training
143. Training for Trouble
144. Celebrate Success
145. Reward Success
146. Be Encouraging
147. Be More Than a Good Listener
148. Be a Mentor
149. Be a Resource
150. Don’t Delegate and Forget!
151. Make Delegation a Standard Operating Procedure
Index
About the Authors
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