Оглавление
Thomas Gail. The Gift of Time
INTRODUCTION
Part One. INTRODUCING DELEGATION
1. THE DEFINITION OF DELEGATION
2. THE BENEFITS OF DELEGATION
3. THE VALUE OF DELEGATION
Newly-created revenue as a result of delegation
Value created by the reduction of dependence on, or removal of, the owner of the business
Valuing delegation in corporate, charities and government departments
4. TYPES OF DELEGATION
Downward delegation
Upward delegation
Sideways delegation
Silent delegation
Silent delegation and gender
Stakeholders and the impact of business types on delegation
Part Two. GETTING DELEGATION TO WORK
5. BARRIERS TO DELEGATION
Know-how
Money
Trust/control
Back to time
6. OVER-CAPABILITY
7. THE DELEGATION MINDSET
Delegation and mistakes
Part Three. YOUR DELEGATION PLAN
8. STEP 1: WHY DELEGATE?
9. STEP 2: WHAT TO DELEGATE?
Task List Profile
Task List Profile second column
Task List Profile with timings
Task List Profile with ‘who’ column
10. STEP 3: WHO TO DELEGATE TO
Delegation and the team
11. STEP 4: GETTING FROM ‘I DO’ TO ‘YOU DO’
12. STEP 5: HOW TO DELEGATE
Delegate with confidence and get guilt out of the way
Tools required for effective delegation
Be prepared for cock-ups
Check, check, report
Part Four. DELEGATION IN CONTEXT
13. DELEGATION AS A NEW LEADER
14. DELEGATION AND OTHER LEADERSHIP SKILLS
15. DISASTROUS DELEGATION
16. DELEGATION FOR PARENTS
CONCLUSION: TO ONLY DO, WHAT ONLY YOU CAN DO
APPENDIX 1: THE ART OF DELEGATION WHITE PAPER
Background
Premise
Anecdotal support
Research
Findings
Statistics
Further activity
Conclusion
APPENDIX 2: THE ART OF DELEGATION MANIFESTO
ABOUT THE AUTHOR
ACKNOWLEDGEMENTS
Отрывок из книги
‘A combination of research and practical experience make this well-written book invaluable for those struggling to effectively delegate and manage a team.’
‘Anyone wanting to take control over their life, enjoying the work that they do, continuously, needs this “Gift”. The online programme also brings the whole subject to life.’
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Over 90 % of respondents from SMEs said they would grow the business.
And so I asked them how much by. Somewhat ironically, given the Vince Cable starting point, the average response was always just over 20 %.
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