Because many startup founders do not have much time to read extensively, this book is deliberately short and as practical as possible. It offers a very simple framework - the 8-step SLAM process in the first half of the book and the 8-step GRAND process in the second half. These processes are designed to help ideators and entrepreneurs think about the viability of their startup in a highly structured way - and to not miss out critical steps - and then, if this looks good, to put a strong execution plan together that will have enough momentum to have the best possible chance of succeeding.
Failure to delegate or failure to delegate effectively is costly - to you, your colleagues and, ultimately, your employer. There are both morale and productivity issues. It's enough to make you cry unless, that is, you adopt the `onion' approach which lies at the heart of the delegation process as described in The Delegation Pocketbook. To delegate effectively you need to understand your own attitude to delegation (a questionnaire in the pocketbook will help you here), what you can delegate and why you should do so (beware the wrong reasons!), who to delegate to, how to prepare properly and what briefing style to adopt - controlling, tentative, participative or collaborative. Author Jon Warner recommends aiming for the latter style, collaborative, which is achievable using the principles outlined in his book
Anyone you might want to contact in the world is only 5-6 people contacts away from you, maintains Jon Warner in The Networking Pocketbook. He sees networking as a major social and life skill that can benefit both our working and personal life. The Networking Pocketbook details the four basic steps that lead to effective networking relationships, the so-called LINK: Learning (about needs, ours and other people's); Investing (making strong contacts); Nurturing (achieving a deeper relationship); and Keeping (maintaining the momentum). As the author leads readers through these four basic steps he progressively describes the seven key competencies needed for effective networking. These competencies relate to temperament/disposition, strategic planning, organisation, nurturing, communications, socialising and persistence. 'Encouraging advice for those short on networking confidence', says Management Today journal.
Anyone you might want to contact in the world is only 5-6 people-contacts away from you, maintains Jon Warner in the Networking Pocketbook. He sees networking as a major social and life skill that can benefit both our working and personal life. The Networking Pocketbook details the four basic steps that lead to effective networking relationships, the so-called LINK: Learning (about needs, ours and other people's) Investing (making strong contacts) Nurturing (achieving a deeper relationship) Keeping (maintaining the momentum) As the author leads readers through these four basic steps he progressively describes the seven key competencies needed for effective networking. These competencies relate to temperament/disposition, strategic planning, organisation, nurturing, communications, socialising and persistence.
Failure to delegate or failure to delegate effectively is costly - to you, your colleagues and, ultimately, your employer. There are both morale and productivity issues. It's enough to make you cry unless, that is, you adopt the 'onion' approach which lies at the heart of the delegation process as described by Jon Warner in The Delegation Pocketbook. Think of your workload in layers, like those of an onion: tasks at the core need to be retained and more personal control exercised; those in the outer layers can be delegated, the more so the further from the core. To delegate effectively you need to understand your own attitude to delegation (a questionnaire in the pocketbook will help you here), what you can delegate and why you should do so (beware the wrong reasons!), who to delegate to, how to prepare properly and what briefing style to adopt - controlling, tentative, participative or collaborative. Warner recommends aiming for the latter style, collaborative, which is achievable using the principles outlined in his book. There is advice too on setting goals/milestones, using controls to minimise risk, how to monitor the process, warning signs to look out for and how to react, and maintaining responsibility and accountability. Recognising the contribution made by others and learning from the experience are also covered. How well do you delegate and what style do you adopt: controlling, tentative, participative or collaborative? This pocketbook looks at the what, when and how of delegation - an insightful and practical overview.
These ready-to-use tools are applicable to problem solving, decision making, creativity and innovation, quality, operations and service. Tools include: force field analysis, process mapping, decision trees, cost benefit snalysis, SWOT charts, evaluation matrix and many more.
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