The Operations Manager's Toolbox: The Power of Completion
- How Do You Gain Power from Completion?
- Believing in the Task or Project
- Proper Assessment of a Task or Project
- Managing a Task or Project
- Accountability in Completing a Task or Project
- Take the Blinders Off
- Time Is of the Essence
- Organizing a Task or Project
- Should a Task Become an Official Project?
- Operations Manager or Project Manager?Who Are You?
- Managing Processes Versus Reporting on Progress
- Power Tools for the Manager
- Power Tool Summary
This chapter is from the book
This chapter is from the book
This chapter is from the book
How Do You Gain Power from Completion?
Power in an organization can be defined in several ways, but this chapter focuses on the area of task and project completion and the types of power that can be accomplished through completion. Understanding power should not have us confined to the area of referent or authoritative power, but should challenge us to expand our critical thinking to explore where power can be found throughout a manager’s leadership. Within management, there are areas over which managers have power or feel that they have more control, which can come across as power, and other areas that seem to be a power drain. Power can also be found in some of the most insignificant areas of leadership and might simply be overlooked or not even considered at all. The point is not in the mastery of control or gaining power; real power in management is accomplishment and completion. There is power great and small within leadership, and studying the area of completion will reveal tools that can be used to gain power in management and better develop your leadership skills.