| Overview |
|
|
1 The Four Phases of Project Management |
|
|
3 | (28) |
|
What's involved in planning, build-up, implementation, and closeout---and how these processes overlap |
|
|
|
|
|
31 | (10) |
|
Who's who in project management |
|
|
|
|
|
|
|
|
41 | (6) |
|
|
|
|
4 Dealing with a Project's "Fuzzy Front End" |
|
|
47 | (6) |
|
You can't eliminate uncertainty in the early stages of a complex project---but you can manage it |
|
|
|
|
|
5 Performing a Project Premortem |
|
|
53 | (4) |
|
Learn from your project while it's still alive and well |
|
|
|
|
|
6 Will Project Creep Cost You---or Create Value? |
|
|
57 | (8) |
|
Set strict limits on scope, but be flexible when major opportunities arise |
|
|
|
|
|
|
|
|
7 Setting Priorities Before Starting Your Project |
|
|
65 | (8) |
|
Three steps for staying on track |
|
|
|
|
|
8 Boost Productivity with Time-Boxing |
|
|
73 | (4) |
|
Tips for getting your team's calendars---and yours---under control |
|
|
|
|
|
|
|
77 | (10) |
|
Put the horse before the cart |
|
|
|
10 HBR Case Study: A Rush to Failure? |
|
|
87 | (14) |
|
When does speed trump quality? |
|
|
|
|
|
11 Getting Your Project Off on the Right Foot |
|
|
101 | (6) |
|
Set your project up for success with a well-planned launch |
|
|
|
12 The Discipline of Teams |
|
|
107 | (6) |
|
Mutual accountability leads to astonishing results |
|
|
|
|
|
|
|
|
|
|
13 Effective Project Meetings |
|
|
113 | (4) |
|
Run your meetings well, and infuse your project with energy and direction |
|
|
|
14 The Adaptive Approach to Project Management |
|
|
117 | (6) |
|
What to do when your usual decision tools cease to be useful in the face of uncertainty |
|
|
|
15 Why Good Projects Fail Anyway |
|
|
123 | (4) |
|
The risks that come with big projects---and how to manage them |
|
|
|
|
|
|
|
16 Monitoring and Controlling Your Project |
|
|
127 | (8) |
|
Don't be afraid to revise your plan |
|
|
|
|
|
17 Managing People Problems on Your Team |
|
|
135 | (4) |
|
Make sure people stay on task, pull their weight, work together, and meet quality standards |
|
|
|
18 The Tools of Cooperation and Change |
|
|
139 | (4) |
|
What to do when people disagree on goals, how to achieve them, or both |
|
|
|
|
|
|
|
|
|
19 Don't Throw Good Money (or Time) After Bad |
|
|
143 | (8) |
|
How to avoid chasing after sunk costs |
|
|
|
|
|
|
|
|
20 Handing off Authority and Control |
|
|
151 | (6) |
|
Gauge your success before wrapping things up |
|
|
|
|
|
21 Capturing Lessons Learned |
|
|
157 | |
|
Four steps to an effective after-action review |
|
|
|
|
| Glossary |
|
163 | (4) |
| Index |
|
167 | (30) |
| Preface: The Condensed Guide to Running Meetings |
|
1 | (10) |
| The 5-minute version of everything you need to know |
|
|
|
|
|
|
|
1 Do You Really Need to Hold That Meeting? |
|
|
11 | (4) |
|
A simple tool to help you decide |
|
|
|
|
|
2 Stop Calling Every Conversation a "Meeting" |
|
|
15 | (4) |
|
We need a more effective vocabulary |
|
|
|
|
|
3 If You Can't Say What Your Meeting Will Accomplish, You Shouldn't Have It |
|
|
19 | (6) |
|
Set a purpose by answering two questions |
|
|
|
|
|
|
|
4 How to Design an Agenda for an Effective Meeting |
|
|
25 | (8) |
|
A productive meeting begins here |
|
|
|
|
|
5 The Key to Shorter, Better Meetings |
|
|
33 | (2) |
|
A filter to help you articulate your purpose |
|
|
|
|
|
|
|
35 | (2) |
|
Build in time for transition |
|
|
|
|
|
7 The Magic of 30-Minute Meetings |
|
|
37 | (6) |
|
Give yourself less time, and you'll get more done |
|
|
|
|
|
8 Meetings Need a Shot Clock |
|
|
43 | (4) |
|
Tackle your agenda by beating the buzzer |
|
|
|
|
|
|
|
9 Are There Too Many People in Your Meeting? |
|
|
47 | (6) |
|
Probably. A rule of thumb |
|
|
|
|
|
|
10 Before a Meeting, Tell Your Team That Silence Denotes Agreement |
|
|
53 | (6) |
|
Speak now or forever hold your peace |
|
|
|
|
|
|
|
11 Establish Ground Rules |
|
|
59 | (4) |
|
Set expectations for participation |
|
|
|
12 Reach Group Decisions During Meetings |
|
|
63 | (4) |
|
You have options for gathering input and moving forward |
|
|
|
13 The Right Way to Cut People Off in Meetings |
|
|
67 | (4) |
|
|
|
|
|
|
|
|
14 Dealing with People Who Derail Meetings |
|
|
71 | (6) |
|
Having an explicit purpose will get you back on track |
|
|
|
|
|
15 Refocus a Meeting After Someone Interrupts |
|
|
77 | (10) |
|
Listen, validate, and redirect |
|
|
|
|
|
SECTION THREE Participate |
|
|
|
16 Polite Ways to Decline a Meeting Invitation |
|
|
87 | (6) |
|
Preserve your time---and the relationship |
|
|
|
|
|
17 How to Interject in a Meeting |
|
|
93 | (4) |
|
Useful phrases to introduce ideas, disagree, and express confusion |
|
|
|
|
|
18 Stuck in a Meeting from Hell? Here's What to Do |
|
|
97 | (4) |
|
Don't just sit there and suffer |
|
|
|
|
|
19 7 Ways to Stop a Meeting from Dragging On |
|
|
101 | (6) |
|
Break free from the silent majority |
|
|
|
|
|
20 When Your Boss Is Terrible at Leading Meetings |
|
|
107 | (8) |
|
Three tactics for turning things around |
|
|
|
|
|
SECTION FOUR Close and Follow Up |
|
|
|
21 The Right Way to End a Meeting |
|
|
115 | (4) |
|
|
|
|
|
|
22 Don't End a Meeting Without Doing These 3 Things |
|
|
119 | (8) |
|
Make sure everyone's on the same page |
|
|
|
|
|
|
|
SECTION FIVE Specific Types of Meetings |
|
|
|
23 What Everyone Should Know About Running Virtual Meetings |
|
|
127 | (8) |
|
|
|
|
|
|
24 How to Run a Great Virtual Meeting |
|
|
135 | (8) |
|
|
|
|
|
|
25 Conduct a Meeting of People from Different Cultures |
|
|
143 | (8) |
|
Help them step outside their comfort zones |
|
|
|
|
|
26 Making Global Meetings Work |
|
|
151 | (4) |
|
Inconvenience everybody equally |
|
|
|
|
|
27 Give Your Standing Meetings a Makeover |
|
|
155 | (2) |
|
Do away with the same old, same old |
|
|
|
|
|
28 How to Do Walking Meetings Right |
|
|
157 | (6) |
|
Boost your creative thinking and engagement |
|
|
|
|
|
|
|
|
|
29 Stand-Up Meetings Don't Work for Everybody |
|
|
163 | (4) |
|
Are they speedy, or sexist, ageist, and height-ist? |
|
|
|
|
|
30 Leadership Summits That Work |
|
|
167 | (33) |
|
Stop putting your top people to sleep |
|
|
|
|
|
|
| Appendix A Meeting Preparation Checklist |
|
197 | (2) |
| Appendix B Sample Agendas |
|
199 | (6) |
| Appendix C Meeting Follow-Up Checklist |
|
205 | (2) |
| Appendix D Sample Follow-Up Memo |
|
207 | (4) |
| Appendix E Digital Tools to Make Your Next Meeting More Productive |
|
211 | (8) |
|
|
|
|
|
| Index |
|
219 | (4) |
| Introduction |
|
xv | |
|
|
|
|
|
|
|
Know your audience and build empathy |
|
|
|
Understand the Audience's Power |
|
|
3 | (4) |
|
Your idea's fate is in their hands |
|
|
|
|
|
7 | (4) |
|
Focus on who matters most |
|
|
|
Present Clearly and Concisely to Senior Executives |
|
|
11 | (4) |
|
Help them make big decisions on a tight schedule |
|
|
|
Get to Know Your Audience |
|
|
15 | (4) |
|
It's easier to convince someone you know |
|
|
|
Define How You'll Change the Audience |
|
|
19 | (2) |
|
What do you want people to believe? How do you want them to behave? |
|
|
|
|
|
21 | (6) |
|
|
|
|
|
|
|
Develop persuasive content |
|
|
|
|
|
27 | (2) |
|
Clearly state your point of view---and what's at stake |
|
|
|
Generate Content to Support the Big Idea |
|
|
29 | (4) |
|
When you're brainstorming, more is more |
|
|
|
|
|
33 | (4) |
|
Think through opposing perspectives |
|
|
|
Amplify Your Message Through Contrast |
|
|
37 | (2) |
|
Create and resolve tension |
|
|
|
Build an Effective Call to Action |
|
|
39 | (4) |
|
|
|
|
|
|
43 | (4) |
|
|
|
|
|
|
47 | (4) |
|
Outline your presentation by writing clear, active slide titles that hang together |
|
|
|
Balance Analytical and Emotional Appeal |
|
|
51 | (4) |
|
Stay credible while you reel people in |
|
|
|
|
|
55 | (4) |
|
Is your language clear enough to pass the "grandmother test"? |
|
|
|
|
|
59 | (4) |
|
Good ones get repeated, tweeted, and heeded |
|
|
|
|
|
|
Use storytelling principles and structure to engage your audience |
|
|
|
Apply Storytelling Principles |
|
|
63 | (2) |
|
Make your presentation stick |
|
|
|
|
|
65 | (2) |
|
Storytelling principles provide a framework |
|
|
|
|
|
67 | (4) |
|
Establish the gap between what is and what could be |
|
|
|
|
|
71 | (2) |
|
Build tension between what is and what could be |
|
|
|
|
|
73 | (2) |
|
|
|
|
|
|
75 | (6) |
|
Decisions are not made by facts alone |
|
|
|
Use Metaphors as Your Glue |
|
|
81 | (2) |
|
Memorable themes help rally an audience |
|
|
|
Create Something They'll Always Remember |
|
|
83 | (8) |
|
|
|
|
|
|
|
Identify the best modes for communicating your message |
|
|
|
Choose the Right Vehicle for Your Message |
|
|
91 | (4) |
|
Slide decks aren't always the answer |
|
|
|
Make the Most of Slide Software |
|
|
95 | (4) |
|
|
|
|
Determine the Right Length for Your Presentation |
|
|
99 | (4) |
|
Keep your audience engaged by budgeting your time |
|
|
|
Persuade Beyond the Stage |
|
|
103 | (4) |
|
Communicate before, during, and after your presentation |
|
|
|
|
|
107 | (4) |
|
Mixing in experts and media holds interest |
|
|
|
|
|
|
Conceptualize and simplify the display of information |
|
|
|
|
|
111 | (2) |
|
Visuals should convey meaning |
|
|
|
Create Slides People Can "Get" in Three Seconds |
|
|
113 | (4) |
|
Do they pass the glance test? |
|
|
|
Choose the Right Type of Slide |
|
|
117 | (6) |
|
Bullets aren't the only tool |
|
|
|
Storyboard One Idea per Slide |
|
|
123 | (4) |
|
|
|
|
|
|
127 | (2) |
|
Make your slides stand out |
|
|
|
Arrange Slide Elements with Care |
|
|
129 | (8) |
|
Make your visuals easier to process |
|
|
|
|
|
137 | (6) |
|
Emphasize what's important, remove the rest |
|
|
|
|
|
143 | (6) |
|
Use shapes to show relationships |
|
|
|
Use the Right Number of Slides |
|
|
149 | (2) |
|
Size up your situation before building your deck |
|
|
|
|
|
151 | (4) |
|
... and when it's overkill |
|
|
|
|
|
|
Deliver your presentation authentically |
|
|
|
Rehearse Your Material Well |
|
|
155 | (4) |
|
Roll with the unexpected and fully engage with the audience |
|
|
|
Know the Venue and Schedule |
|
|
159 | (4) |
|
Control them when you can |
|
|
|
Anticipate Technology Glitches |
|
|
163 | (4) |
|
Odds of malfunction are high |
|
|
|
|
|
167 | (2) |
|
Exercises to calm your nerves |
|
|
|
Set the Right Tone for Your Talk |
|
|
169 | (2) |
|
You never get a second chance to make a first impression |
|
|
|
|
|
171 | (4) |
|
Authenticity connects you to others |
|
|
|
Communicate with Your Body |
|
|
175 | (4) |
|
Physical expression is a powerful tool |
|
|
|
Communicate with Your Voice |
|
|
179 | (2) |
|
Create contrast and emphasis |
|
|
|
Make Your Stories Come to Life |
|
|
181 | (2) |
|
Re-experience them in the telling |
|
|
|
Work Effectively with Your Interpreter |
|
|
183 | (4) |
|
Pay attention to chemistry, pacing, and cultural resonance |
|
|
|
Get the Most out of Your Q&A |
|
|
187 | (4) |
|
|
|
|
Build Trust with a Remote Audience |
|
|
191 | (4) |
|
Get past technology's barriers |
|
|
|
Keep Remote Listeners Interested |
|
|
195 | (4) |
|
You're fighting for the attention of multitaskers |
|
|
|
Keep Your Remote Presentation Running Smoothly |
|
|
199 | (6) |
|
Use this checklist to minimize annoyances |
|
|
|
|
|
|
Measure---and increase---your presentation's impact on your audience |
|
|
|
Build Relationships Through Social Media |
|
|
205 | (6) |
|
Engage with users so they'll engage fully and fairly with your ideas |
|
|
|
Spread Your Ideas with Social Media |
|
|
211 | (4) |
|
Facilitate the online conversation |
|
|
|
Gauge Whether You've Connected with People |
|
|
215 | (4) |
|
Gather feedback in real time and after your talk |
|
|
|
Follow Up After Your Talk |
|
|
219 | (4) |
|
Make it easier for people to put your ideas into action |
|
|
| Index |
|
223 | (6) |
| About the Author |
|
229 | |
| Introduction: Why you need to write well |
|
xv | |
|
Section 1 Delivering the Goods Quickly and Clearly |
|
|
|
1 Know why you're writing |
|
|
3 | (4) |
|
2 Understand your readers |
|
|
7 | (6) |
|
3 Divide the writing process into four separate tasks |
|
|
13 | (6) |
|
4 Before writing in earnest, jot down your three main points---in complete sentences |
|
|
19 | (8) |
|
5 Write in full---rapidly |
|
|
27 | (4) |
|
6 Improve what you've written |
|
|
31 | (6) |
|
7 Use graphics to illustrate and clarify |
|
|
37 | (6) |
|
Section 2 Developing Your Skills |
|
|
|
|
|
43 | (6) |
|
9 Learn to summarize---accurately |
|
|
49 | (4) |
|
|
|
53 | (4) |
|
11 Be plain-spoken: Avoid bizspeak |
|
|
57 | (10) |
|
12 Use chronology when giving a factual account |
|
|
67 | (4) |
|
13 Be a stickler for continuity |
|
|
71 | (6) |
|
14 Learn the basics of correct grammar |
|
|
77 | (8) |
|
15 Get feedback on your drafts from colleagues |
|
|
85 | (6) |
|
Section 3 Avoiding the Quirks That Turn Readers Off |
|
|
|
16 Don't anesthetize your readers |
|
|
91 | (8) |
|
|
|
99 | (6) |
|
Section 4 Common Forms of Business Writing |
|
|
|
|
|
105 | (6) |
|
|
|
111 | (14) |
|
|
|
125 | (8) |
|
21 Performance Appraisals |
|
|
133 | (6) |
|
|
|
|
A A Checklist for the Four Stages of Writing |
|
|
139 | (4) |
|
B A Dozen Grammatical Rules You Absolutely Need to Know |
|
|
143 | (10) |
|
C A Dozen Punctuation Rules You Absolutely Need to Know |
|
|
153 | (10) |
|
|
|
163 | (2) |
|
E Some Dos and Don'ts of Business-Writing Etiquette |
|
|
165 | (4) |
|
|
|
169 | (30) |
| Desk References |
|
199 | (4) |
| Index |
|
203 | (6) |
| Acknowledgments |
|
209 | (2) |
| About the Author |
|
211 | |
|
|
|
|
1 You Can't Get It All Done |
|
|
3 | (6) |
|
... so what should you do? |
|
|
|
|
|
2 Nine Things Successful People Do Differently |
|
|
9 | (14) |
|
It's not who you are; it's what you do |
|
|
|
|
|
3 Being More Productive: An Interview with David Allen and Tony Schwartz |
|
|
23 | (12) |
|
Do you need the right system or the right frame of mind? |
|
|
|
|
|
Section 2 PRIORITIZE YOUR WORK |
|
|
|
4 Get a Raise by Getting the Right Work Done |
|
|
35 | (4) |
|
Focus on the work that will bring the greatest reward---for your organization and for you |
|
|
|
|
|
5 The Worth-Your-Time Test |
|
|
39 | (4) |
|
Stop wasting time on the wrong work |
|
|
|
|
|
|
|
43 | (6) |
|
Make it easier to decline projects and invitations |
|
|
|
|
|
Section 3 ORGANIZE YOUR TIME |
|
|
|
7 A Practical Plan for When You Feel Overwhelmed |
|
|
49 | (4) |
|
How to get started when you don't know where to begin |
|
|
|
|
|
8 Stop Procrastinating---Now |
|
|
53 | (4) |
|
Five tips for breaking this bad habit |
|
|
|
|
|
9 Don't Let Long-Term Projects Become Last-Minute Panic |
|
|
57 | (6) |
|
What to do when you have "all the time in the world" |
|
|
|
|
|
|
|
63 | (6) |
|
Do just one thing to get many things done |
|
|
|
|
|
11 How to Stay Focused on What's Important |
|
|
69 | (4) |
|
|
|
|
|
|
|
|
73 | (4) |
|
The secret is specificity |
|
|
|
|
|
13 How to Tackle Your To-Do List |
|
|
77 | (4) |
|
|
|
|
|
|
14 Reward Yourself for Doing Dreaded Tasks |
|
|
81 | (6) |
|
When crossing items off your list just isn't enough |
|
|
|
|
|
Section 4 DELEGATE EFFECTIVELY |
|
|
|
15 Management Time: Who's Got the Monkey? |
|
|
87 | (22) |
|
Delegate, Delegate, Delegate |
|
|
|
|
|
|
|
|
|
|
|
109 | (4) |
|
|
|
|
|
|
|
|
|
|
|
17 Ritual: How to Get Important Work Done |
|
|
113 | (4) |
|
Make good habits automatic |
|
|
|
|
|
18 Power Through Your Day in 90-Minute Cycles |
|
|
117 | (4) |
|
Work with your body's natural rhythms |
|
|
|
|
|
19 An 18-Minute Plan for Managing Your Day |
|
|
121 | (4) |
|
Frequent check-ins with yourself will keep you on course |
|
|
|
|
|
20 Use a 10-Minute Diary to Stay on Track |
|
|
125 | (10) |
|
The best way to spend the last few minutes of your day |
|
|
|
|
|
|
|
Section 6 RENEW YOUR ENERGY |
|
|
|
21 How to Accomplish More by Doing Less |
|
|
135 | (4) |
|
Take breaks to get more done |
|
|
|
|
|
22 Manage Your Energy, Not Your Time |
|
|
139 | (8) |
|
Time is limited, but your energy is not |
|
|
|
|
|
|
|
23 Why Great Performers Sleep More |
|
|
147 | (6) |
|
|
|
|
|
|
Section 7 TAKE CONTROL OF YOUR E-MAIL |
|
|
|
|
|
153 | (4) |
|
|
|
|
|
|
25 Eight E-mail Overload Experiments |
|
|
157 | (8) |
|
Don't be afraid to be extreme |
|
|
|
|
|
Section 8 MAINTAIN YOUR NEW APPROACH |
|
|
|
26 Sustaining Your Productivity System |
|
|
165 | (6) |
|
You've become productive! Now keep it up |
|
|
|
|
|
Section 9 EXPLORE FURTHER |
|
|
|
27 More Productivity Books to Explore |
|
|
171 | (4) |
|
Summaries of three popular titles by Covey, Morgenstern, and Allen |
|
|
|
|
|
28 Productivity Apps and Tools |
|
|
175 | (6) |
|
Tech tools to keep you on track |
|
|
| Index |
|
181 | |
Biežāk uzdotie jautājumi par e-grāmatām