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Getting It Done: How to Lead When You're Not in Charge [Paperback]

Roger Fisher , Alan Sharp
4.5 out of 5 stars  See all reviews (11 customer reviews)
RRP: 8.99
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Book Description

1 Mar 2010
Let'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.

Frequently Bought Together

Getting It Done: How to Lead When You're Not in Charge + Getting Past No: Negotiating With Difficult People + Getting to Yes: Negotiating an agreement without giving in
Price For All Three: 19.77

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Product details

  • Paperback: 240 pages
  • Publisher: HarperBusiness; First Edition, First Printing edition (1 Mar 2010)
  • Language: English
  • ISBN-10: 0887309585
  • ISBN-13: 978-0887309588
  • Product Dimensions: 20.4 x 13.7 x 1.5 cm
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (11 customer reviews)
  • Amazon Bestsellers Rank: 65,089 in Books (See Top 100 in Books)
  • See Complete Table of Contents

More About the Author

Roger Fisher is the Samuel Williston Professor of Law Emeritus, Director of the Harvard Negotiation Project, and the founder of two consulting organizations devoted to strategic advice and negotiation training.

Product Description

About the Author

Alan Sharp has been a senior manager in the eletronics and chemical industries. He is now a management consultant based in England and a director of Coverdale Scanas, a Danish consultancy firm. He has trained many top executives in business and governmental agencies in building effective teams.

Inside This Book (Learn More)
First Sentence
Whoever you are, business executive, union member, staff support, consultant, or government official, you cannot accomplish all your goals by yourself. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Back Cover
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Customer Reviews

4.5 out of 5 stars
4.5 out of 5 stars
Most Helpful Customer Reviews
31 of 32 people found the following review helpful
5.0 out of 5 stars Stirring and self-developing book 17 Nov 1999
I read and read this book as an IT professional and really learnt about most of the problems I've been encountering. I hence moved from complaint to contributive proposition and got self-confident in any further action taken since. Moreover, most of the examples produced are common to major enterprises. I am convinced things could be better in some enterprises, had the management read this sort of best-practice-minded book. I have started disseminating the book around me and hope it'll help go ahead solving problems and sharing knowledge. It's clear problems mostly arise due to a lack of managerial culture.
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34 of 36 people found the following review helpful
5.0 out of 5 stars Indispensable 20 Jan 2002
Packed with useful advice, techniques and plans for collaborative working and altering the way your colleagues and organisation works. Useful section on analytical thinking: how to make those unstructured, going nowhere meetings more productive. They're also willing to say when trying to change your colleagues' attitudes you won't get it right or be successful all the time, but they make a great case for sticking at it. Very useful, I'll be referring to this for some time to come.
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4 of 4 people found the following review helpful
5.0 out of 5 stars Thought provoking how-to for implementing change 9 July 1998
By A Customer
This book is great! I have bought copies for several of my friends who are in dysfunctional companies. The chapter on "Purpose" is worth the price alone. You need to know your own purpose before you can come to understand the purpose of your organization. The authors provide excellent guidance in how to broach issues within an organization, how to nuture ideas without getting them squashed. How to move ideas and projects along in a team environment. I recommend this book to anyone who is trying to implement change and stay sane while doing it.
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42 of 47 people found the following review helpful
Whenever I meet with bright, motivated business people who want to improve the world, they always complain about others in their organizations who will not cooperate in a change process. Get those reluctant people on board the progress train, and the more positive future will soon arrive. Almost never do these complainers realize that their own habits, perspective, and behavior are contributing to delaying the progress by making others oppose the initiative.
Getting It Done is a wonderful book for helping each of us see ourselves as part of the problem and part of the solution in situations when many people must cooperate. That's a first in my experience.
The book builds on that valuable perspective by suggesting what skills we each need to improve, and how we can implement a process that will lead to genuine, effective progress. That is very critical, because most improvements occur because someone has designed an effective process to ease their implementation. In new areas, by definition, there is seldom such a process. My suggestion is that you try this one if you have no other.
I also liked the way the authors went on to generalize about how lateral leadership (influencing peers) provides lessons for when you are the boss. The same lessons apply here as well. Influencing people through genuine involvement leads to both better solutions and to better implementation.
If you only read and learn to apply one book this year, Getting It Done should be that book. My reasoning is simple. If you cannot help those you work with to make successful collaborations, you and everyone around you will always operate at a low level of effectiveness. Also, your work day will be filled with stress, conflict, pressure, too much to do, and worry. That's not the way you want to live.
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3 of 3 people found the following review helpful
By A Customer
Well organized, easy to read. This little handbook offers lots of ideas for how to influence (for the better) the way your team works together. How to get past the pointless meetings and reactive in-fighting among group members -- how to set goals and keep the group on track in acheiving them. The chapter on giving and receiving good feedback (separating appreciation, coaching & evaluation) was especially helpful. And all this oriented toward when you're not even the one in charge.
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2 of 2 people found the following review helpful
4.0 out of 5 stars Clear, Simple Way to Learn Lateral Leadership 21 April 2009
Format:Paperback|Verified Purchase
Have you ever been in a position where you did not have formal authority to change the behaviour of fellow team members only to discover, to your chagrin that telling them what to do is futile? Have you ever suspected - even slightly - that you may have contributed your fair share to the poor collaboration within your team? If so, then this book, "Getting it Done", is for you. Messrs Fisher and Sharp present a few simple techniques to help people like me, who answered in the affirmative to both questions above, influence the behaviour of my peers. They call these techniques, lateral leadership. These techniques are summarised below:

PURPOSE. Formulate the purpose of the team in terms of results to be achieved. In order to ensure that the rest of the team buys into the purpose, then it is essential that the team is involved in formulating the purpose. Furthermore, set purposes that will be attained in the short, medium and long term. It is essential to ensure a balance among the three time frames.

THINKING. The authors note with some wit that we, as individuals, think haphazardly and this is compounded when we work in teams. Therefore, it is important when collectively solving problems to think systematically from the data (the evidence for the problem) through diagnosis (possible causes of then problem) and direction (strategy to resolve problem) to what to do next (immediate tactics to realise the strategy).

LEARNING. This was the most useful insight that I gleaned from the book. The authors suggest that one learns from experience and review practice as often as possible in the team. This thinking may sound trite but it exposed my predisposition to separate planning the work from doing actually doing the work.

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