Difference between revisions of "Don’t just do something, stand there!"

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''Don't Just Do Something, Stand There!'':
''Don't Just Do Something, Stand There!'':
*Is organized into two major sections, the first discusses how to successfully structure and manage meetings. The second, shows the keys to managing yourself—illustrating techniques to deal with anxiety, getting used to projections, establishing dependability, and learning to say no in order to make your yes mean anything.
*is organized into two major sections:
*Shows groups how '''to achieve shared goals in a timely way''', manage differences without flying apart, solve problems and make tough decisions, all without inefficiently re-delegating the tasks addressed. It delves into the details of how to structure meetings to greatly increase the probability that people will accept responsibility for their own actions, and additionally discusses the importance of philosophical perspectives, the benefits of anxiety, and techniques for saying no to unrealistic requests.
*#how to successfully structure and manage meetings; and
*Shows how, instead of deferring action until all defects are remedied, one can make structural changes in real time that keep groups whole, open, and task-focused. By learning to help people put forward their best selves in ambiguous situations, one can make a positive ripple in the stream of life.
*#shows the keys to managing yourself—illustrating techniques to deal with anxiety, getting used to projections, establishing dependability, and learning to say no in order to make your yes mean anything.
*shows groups how '''to achieve shared goals in a timely way''', manage differences without flying apart, solve problems and make tough decisions, all without inefficiently re-delegating the tasks addressed
*delves into the details of how to structure meetings to greatly increase the probability that people will accept responsibility for their own actions;
*discusses the importance of philosophical perspectives, the benefits of anxiety, and techniques for saying no to unrealistic requests;
*shows how, instead of deferring action until all defects are remedied, one can make structural changes in real time that keep groups whole, open, and task-focused; by learning to help people put forward their best selves in ambiguous situations, one can make a positive ripple in the stream of life; and
*explains and demonstrates when to act and when to just stand there, and in doing so, shows '''how to change the world one meeting at a time'''.
*explains and demonstrates when to act and when to just stand there, and in doing so, shows '''how to change the world one meeting at a time'''.
|therefore=Prepare and structure gatherings thoroughly and carefully. Invite the right people. Manage yourself.
|therefore=Prepare and structure gatherings thoroughly and carefully. Invite the right people. Manage yourself.

Revision as of 11:00, 21 March 2013

…groups, large and small, searching for future states they want to evolve to.

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{{{wish full}}}

No wonder people everywhere are so cynical about another meeting, having attended so many they considered poorly led, counter-productive, and time-wasting. The purpose of Don't Just Do Something, Stand There! is to outline the ten principles for structuring and managing meetings. Whether it is a meeting in your community, in a board rooms, with work teams, in offices, schools, factories, or hospitals, Don't Just Do Something, Stand There! shows you how to start leading meetings the right way.

Don't Just Do Something, Stand There!:

  • is organized into two major sections:
    1. how to successfully structure and manage meetings; and
    2. shows the keys to managing yourself—illustrating techniques to deal with anxiety, getting used to projections, establishing dependability, and learning to say no in order to make your yes mean anything.
  • shows groups how to achieve shared goals in a timely way, manage differences without flying apart, solve problems and make tough decisions, all without inefficiently re-delegating the tasks addressed
  • delves into the details of how to structure meetings to greatly increase the probability that people will accept responsibility for their own actions;
  • discusses the importance of philosophical perspectives, the benefits of anxiety, and techniques for saying no to unrealistic requests;
  • shows how, instead of deferring action until all defects are remedied, one can make structural changes in real time that keep groups whole, open, and task-focused; by learning to help people put forward their best selves in ambiguous situations, one can make a positive ripple in the stream of life; and
  • explains and demonstrates when to act and when to just stand there, and in doing so, shows how to change the world one meeting at a time.

Therefore:

{{{therefore full}}}

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Source

Web: Bol.com » Don't Just Do Something, Stand There! » [[{{{pattern}}}]Property "Pearl" (as page type) with input value "{{{pattern}}}" contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process.]

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