| The
Management Guide to Delegating |
| By
Kate Keenan |
| |
| Extracts
from the book | |
| |
| Let
go |
| Feeling
reluctant to delegate will hold you back from enjoying the many advantages of
doing so. If you let go of some of your work you will unburden yourself and release
your energies for other things. |
| |
| Confidence
building |
| Sometimes
people will ask you what you think they should do when carrying out a certain
aspect of their task. Even though you know exactly what should be done, you should
always ask 'What do you think you should do?' Most of the time they already have
a sensible answer but just lack the confidence to put it into practice. |
| |
| Delegate
deliberatively |
| It
is a great mistake to think that you can delegate any task that takes your fancy,
possibly because you do not feel like doing it or because you have to keep someone
busy... Nor can you delegate work which you find difficult. If you have problems,
it is unlikely that other people will do any better than you. |
| |
| No
one is irreplaceable |
| Being
reluctant to delegate often stems from a belief that you are irreplaceable and
thus the only one who can do a particular job. |
| |
| Reviews |
|
| |
| Compact,
concise and refreshingly free of jargon, the Pocket Manager Management Guides
have the potential to reviatalise any business, even if it's a successful one. |
| Books
Magazine |
| |
| Written
by a chartered psychologist, the series is designed mainly for those running small
businesses and professional firms, but also relevant to those running homes and
families. |
| Business
Informer |
| |
| Especially
for people who have neither the time nor the inclination for ploughing through
the normal tomes... |
| The
Daily Telegraph |
| |
| Table
of Contents | |
Delegating
1.
The Need for Delegating
2. Deciding What to Delegate
3. Deciding Who Can
Do It
4. Briefing
5. Monitoring Progress
6. Attitudes to Delegating
Check List for Delegating
The Benefits of Delegating
Glossary |
| |
