Real Delegation: How to Get People to Do Things for You - And Do Them Well Paperback – 16 Dec 2002
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From the Publisher
The sub-title says it all - its a book about getting people to do things for you and do them well. And for things read not just delegated tasks but tasks that are already part of your team members job description or even tasks youre managing yourself. Unlike other delegation books, because the process in this book doesn't depend on you exercising your managerial authority, its also excellent for getting things done by your peers in, say, a cross-functional project team that youre leading.
From the Author
If you have any questions about this or any of my other books, please email me at firstname.lastname@example.org and I'll do my best to answer them. And if you'd like to know about a new series of books I'm working on, you can find out more by visiting my web site jksmart.co.ukSee all Product description
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Top customer reviews
I embarked on the book over the weekend, and finding it indeed quite readable, I was half way through when I realised that to make the most of this book I needed to take it more slowly and reflect on the way in which the author’s experience struck a chord with my own – which it often did. Chapter Eight of the book points out the need for ‘learning reviews’ with your people, and each chapter gives you the opportunity to do your own learning review with the ‘In Short’ summary at the end. By doing this, I felt I got the most out of the book, and also gave myself the chance to try out some of the ideas.
The most important lesson I learned from this book was to delegate the management of the task, not just the task itself. I realised that people were waiting for me to manage the task for them, and this led to frustration all round. I had often been ‘doing it right, but getting it wrong’ [Chapter Nine].
This book does not provide easy solutions – I believe there are none – but it does provide a very accessible approach to improving your performance in the key management task of delegation. Definitely worth a go!
This first half of the book I very much enjoyed. The second half of the book is about structuring the delegation process and is fairly standard stuff which, although well written, I felt dragged a bit.
This is a well written book that can be easily read in a few hours. It has nice short chapters so you can take five or ten minutes out of your busy schedule and still cover some important points. My only criticism of the book is that it is solely about manager - subordinate delegation (where there is a formal line of authority). In this modern world we are frequently working in areas where we have no formal authority over the person we need to involve in a task - for example in a cross-departmental team or a voluntary group. While much of Ms Smart's core message still applies, some additional material on trying to involve people who can say "no" with no real comeback would have been really valuable. How the overworked manager can best "sell" the benefits of the task and involve someone who may have no particular motivation to take it on (in fact it may be additional to their normal role) would enhance this book considerably.
Overall though this is a very useful and accessible read, and a welcome change from the slightly patronising approach taken by some books on the subject.
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