Delegation & Supervision (The Brian Tracy Success Library)

Delegation & Supervision (The Brian Tracy Success Library)

by Brian Tracy

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Overview

Delegation & Supervision (The Brian Tracy Success Library) by Brian Tracy

Managers are judged by the results they deliver-and more than anything else, those results hinge on the ability to delegate and supervise. You will be surprised at how efficient and easy to manage your team becomes when you master these essential skills. This handy, pocket-sized guide reveals time-tested ways to boost the performance and productivity of your employees, including how to: * Define work, assign it, and set measurable, targeted standards for performance * Match skills to job requirements * Use Management by Objectives to delegate longer-term tasks to trusted team members * Monitor, control, and keep on top of projects with minimum effort * Turn delegation into a teaching tool and build the confidence of your staff * Provide useful feedback and elicit active participation * Avoid reverse delegation * Free up time for higher-level tasks only you can tackle * And much more Done right, delegation and supervision allow your employees to learn, grow, and become more capable. Your success will skyrocket as you increase the quality and quantity of results, and build the loyalty, involvement, and commitment of your people.

Product Details

ISBN-13: 9780814433140
Publisher: AMACOM
Publication date: 07/24/2013
Series: The Brian Tracy Success Library
Pages: 112
Sales rank: 409,428
Product dimensions: 4.50(w) x 6.40(h) x 0.50(d)
Age Range: 18 Years

About the Author

BRIAN TRACY is the Chairman and CEO of Brian Tracy International, a company specializing in the training and development of individuals and organizations. One of the top business speakers and authorities in the world today, he has consulted for more than 1,000 companies and addressed more than 5,000,000 people in 5,000 talks and seminars throughout the United States and more than 60 countries worldwide. He has written 55 books and produced more than 500 audio and video learning programs on management, motivation, and personal success.

Read an Excerpt

CHAPTER ONE: Develop Your Most Valuable Resource

YOUR MOST valuable resources in business are the human resources entrusted to you to get the job done. They are far more valuable than computers or office space. Excellent managers are those who are capable of eliciting the highest quality performance from the people they manage.

Your job as a manager is to get the maximum return on the company's investment in people. As much as 85 percent of the operating budget of any organization, especially a service business, is spent on salaries and benefits. The question is, "Are you getting the maximum return out of these expenditures?" Delegation is one of the ways to do just that.

The average person works at 50 percent to 60 percent of capacity. That means that in the average organization, half of the capability of employees is not being tapped. An excellent organization is one in which people are using more and more of their potential capacity to achieve the goals of the organization.

Grow Your People

Your job as a manager is to grow people. You are entrusted with the responsibility of taking care of your people and developing them. Only people can be made to increase in value. Computers and other equipment depreciate and eventually become obsolete. People, however, can be made to grow in value, depending on how they are managed and utilized. Delegation is a wonderful tool to challenge your people and cause them to stretch, achieving greater results and making a greater contribution.

Most important of all is how delegation allows you to fulfill your own personal potential. The wonderful discovery is that your potential as a manager or executive is virtually unlimited, provided you are able to unleash the talents and abilities of others by delegating and supervising effectively.

You have two choices in the world of work. When work has been assigned to you and you are accountable to your boss, you can either do it yourself, or you can get someone else to do it. Your ability to get someone else to do the work—or, more precisely, to entrust the work to someone else who can, in fact, do it—lets you focus on the work you have to do. More than anything else, this ability to effectively delegate is going to determine your career track, your rate of promotion, your pay, your status, your position, your prestige, and your success in management.

Table of Contents

CONTENTS

Introduction 1

1 Develop Your Most Valuable Resource 4

2 Challenge the Myths That Block Effective Delegation 6

3 The Starting Point of Delegation 10

4 The Factory Model of Management 15

5 Determine Your Key Result Areas 20

6 Set Standards of Excellent Performance 26

7 Management by Objectives 32

8 The Three Qualities of the Best Bosses 37

9 The Seven Keys to Effective Delegation 43

10 Manage by Exception 49

11 See Yourself as a Teacher 52

12 Build Confidence in Your Staff 56

13 Delegate Decision Making 59

14 Inspect What You Expect 65

15 Build Your People with Regular Feedback 68

16 Motivate Your Staff Continually 73

17 Practice Situational Leadership 78

18 Identify the Four Personality Types 81

19 Three Leadership Styles 89

20 Avoid Reverse Delegation 93

21 Five Keys to Managerial Effectiveness 98

Index 101

About the Author 105

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