Synopsis
A book for people who would like to manage themselves, their time, and their business better, but are too busy to begin.
"synopsis" may belong to another edition of this title.
About the Author
Kate Keenan is a Chartered Occupational Psychologist with degrees in affiliated subjects (B.Sc., M.Phil.) and a number of qualifications in others.
She founded Keenan Research, an industrial psychology consultancy, in 1978. The work of the consultancy is fundamentally concerned with helping people to achieve their potential and make a better job of their management.
By devising work programmes for companies she enables them to target and remedy their managerial problems - from personnel selection and individual assessment to team building and attitude surveys. She believes in giving priority to training the managers to institute their own programmes, so that their company resources are developed and expanded.
Having always believed in the maxim that if you want a good job doing you should do it yourself, Kate Keenan has finally realised that delegating is a powerful method by which others can be helped to do as good a job as she does (if not better). This relieves her of the necessity to do it all, at the same time as enabling her to do a great deal more than ever before.
She founded Keenan Research, an industrial psychology consultancy, in 1978. The work of the consultancy is fundamentally concerned with helping people to achieve their potential and make a better job of their management.
By devising work programmes for companies she enables them to target and remedy their managerial problems - from personnel selection and individual assessment to team building and attitude surveys. She believes in giving priority to training the managers to institute their own programmes, so that their company resources are developed and expanded.
Having always believed in the maxim that if you want a good job doing you should do it yourself, Kate Keenan has finally realised that delegating is a powerful method by which others can be helped to do as good a job as she does (if not better). This relieves her of the necessity to do it all, at the same time as enabling her to do a great deal more than ever before.
From the Back Cover
A book for people who would like to manage themselves, their time, and their business better, but are too busy to begin.
This guide to Delegating shows what you need to do to delegate and how to get the best results from doing so.
When you have read this book: you will understand which tasks you can delegate; will know how to match tasks to people; will have the confidence to hand over some of your authority and control to someone else.
This guide to Delegating shows what you need to do to delegate and how to get the best results from doing so.
When you have read this book: you will understand which tasks you can delegate; will know how to match tasks to people; will have the confidence to hand over some of your authority and control to someone else.
Excerpt. © Reprinted by permission. All rights reserved.
The Management Guide to Delegating
By Keenan, KateOval Books
Copyright © 1999 Keenan, KateAll right reserved.
ISBN: 1902825721
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.
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.
Continues...
Excerpted from The Management Guide to Delegatingby Keenan, Kate Copyright © 1999 by Keenan, Kate. Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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