Summaries and Customer Reviews are supplied by Amazon.com
Summary:
You are not in charge and you want to make a difference: that is the dilemma. You may not know who is in charge in today’s changing, temporary, and virtual organizations, but you know you are not! You are searching for ways to contribute through the work you do and gain some personal satisfaction in the process. This book can help you do just that. In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more. Bellman shows how to use his "Getting Things Done" model to accomplish great things right now, right where you are. Getting Things Done When You Are Not In Charge offers proven, practical techniques for o Enlisting key people in your cause o Gaining the support of decision-makers for initiating change o Making a greater impact on the organization o Taking the right risks at the right time with the right people o Creating rewards for yourself through the work you do o Dealing with organizational politics and power, and o Getting more of what you want out of your work life. Bellman offers straightforward methods that can increase your organizational effectiveness and your individual happiness. Getting Things Done When You Are Not In Charge will help you discover new ways to contribute and succeed.
Customer Reviews:
Average Customer Rating:
Great book!
Customer Rating:
This book is great for any support professional. If you work in a service organization (IT, HR, Accounting, etc.) within a larger corporation, this book is for you! It has helped me understand the dynamics between my department and my customer. The ideas are great and the book is an easy read.
Improving your personal power
Customer Rating:
"Getting Things Done When You Are Not In Charge" by Geoffrey M. Bellman
I first came across "Getting Things Done When You Are Not In Charge" when my wife started in a new, corporate, "no power" position. Her new boss said "Here, this book might be helpful". And helpful it certainly has been for it provides so many strategies and suggestions for getting things done through others in a practical manner that can be easily implemented.
Apart from all the good advice and tips Bellman provides, his key message is that when you are in a zero power job, your main purpose in life should be "helping others succeed". "Getting Things Done When You Are Not In Charge" sets out a strategy for becoming a leader when you are not in a position of authority - probably one of the most challenging roles any manager can take on. Many chapters have a step by step approach for implementing this leadership strategy, so along with the various scenarios, these steps make it easy for any manager to understand and apply.
Although it's aimed at the manager who does not have line authority, this book is recommended for all managers who want to increase their personal power.
Bob Selden, author of What To Do When You Become The Boss: How new managers become successful managers
A Fine Book...Just Not What It Claimed to Be
Customer Rating:
Getting Things Done When You're Not In Charge is a perfectly useful self-awareness, self-help book for the person looking to escape a life rut or a work rut.
I have no hesitation in touting the toolkit author Geoffrey Bellman proffers for charting a course that includes consideration of Reality, other people, your wants and theirs, and of course, You, yourself. If I was looking for that kind of title, I would have liked this title a lot.
But the back cover presents this as a book about management techniques (or workplace techniques), a topic barely touched upon through the first six chapters.
Bellman's core precept, that the more effective your self-awareness is of your own need to change and keep on mission, is true (though some change managers are effective even without this). The title's packaging, from the title to the blurbs, doesn't make that core precept clear. Thus, it will leave some readers unnecessarily dissatisfied.
A good and useful book, just not the one it presents itself as.
Affirmed to change the world
Customer Rating:
A fresh reminder of how leaders are powerless without followers, and how "the rest of us" can change the way our world and our organizations operate. "Dreams are not realized through small investments of energy, and leaders portray this. Leadership can be seen as energy collected, directed, and released toward a future vision. " "Belief in what could be and confidence in your supporters' ability to get you there. Your image of the world is different from the image of those who are invested in keeping the world as it is. You see the organization as it could be, in potential, and you risk taking steps toward that imagined organization." I like this book, and have greater affirmation that I can make a difference.
Great handbook on teamwork, and more
Customer Rating:
This book gave me more than I espected whenI bought it. I was looking for some guidelines on good teamwork behavior, and I didn't got just that but far more usefull insight on plain work.
Reagarding working with others, the best part is the Feedbck chapter. You'll never give advice to a team mate in the same way after you had read this book. Everybody know someone that "takes advice the wron way", well you'll learn that maybe you and everybo else are giving advice in the wrong way.
Besides this particulary well covered subject, the author explains very usefull techniques to improove not only group workin but personal efficiency. All of this is ilustrated with down to earth examples and exercises.
I read the first edition almost one year ago, and I keep going back to it as if it was reference book, and in some way it is
Select button not working? 
