Title page
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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