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 tells listeners 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 70 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:

Enlisting key people in your cause
Gaining the support of decision-makers for initiating change
Making a greater impact on the organization
Taking the right risks at the right time with the right people
Creating rewards for yourself through the work you do
Dealing with organizational politics and power
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.
©2001 Geoffrey M. Bellman (P)2010 Audible, Inc.
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Critic reviews

"This book can enable each of us to be more effective, powerful, and satisfied contributors to any enterprise! In this era of high performance, self-directed work teams, and employee empowerment, Bellman has written a clear and entertaining blueprint for success." (The New Yorker)
"A practical, easy-to-read guidebook on how to lead change from the middle of an organization and, in the process, how to discover new meaning in your work." (Scientific American)
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