Life at work can get pretty loopy sometimes — so loopy that the real trick can be not losing your mind. One way to maintain your perspective is to find the humor in the zaniness we call work. Here are some of the more ridiculous things some of us have to put up with every day.
- Sitting in endless meetings that are totally irrelevant to anything you actually do, while the rest of your responsibilities go down in flames.
- Flying somewhere, and looking forward mostly to the few hours of peace you get while you're actually on board the aircraft.
- Looking at the cafeteria menu, expecting to find something that you haven't eaten every day for the last six months and which is also both tasty and non-life-threatening.
- You and the other smokers having to stand outside the building entrance puffing fast enough to avoid frostbite in the winter, or to avoid melting in the summer.
- Having 80% of your daily exercise consist of sprinting through the wall of tobacco smoke that surrounds every entrance to your building.
- Having a medical plan that doesn't cover smoking cessation.
- Being forced to resort to Yahoo or Hotmail to get some email privacy.
- It's pretty loopy
to have a
that doesn't cover
smoking cessationGetting so much email that you have to have somebody screen it, then to recover your privacy, setting up another email account for personal stuff, then getting too much email there, and wondering what the heck you can do now.
- Getting mounds of email from people complaining about other people sending too much email.
- Carefully keeping confidential something everybody already knows, then getting asked if you do know anything about it, and having to deny all knowledge to someone who knows that you know.
- Hearing a rumor about yourself, knowing it's true, but wishing it were false.
- Hearing a rumor about yourself, knowing it's false, but wishing it were true.
- Telling subordinates that their jobs have been eliminated, knowing that they know it's a lie, while you simultaneously wonder how long it will be till your boss tells you the exact same thing.
- Hoping to get promoted into a job where you'll have the opportunity to tell subordinates that their jobs have been eliminated, knowing that they know it's a lie, etc., etc.
- Relying on a blog written by some guy who got downsized three years ago, as your best source of information about what's happening on the floor above yours.
- Having to stay home to get some work done.
- Waking up in the morning thinking you're in a city that you aren't actually in.
- Having dry cleaning in two or more time zones.
- Learning by conducting actual experiments that in the other hemisphere the water doesn't really go down the toilet the other way.
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More articles on Emotions at Work:
- When It Really Counts, Be Positive
- When we express our ideas, we can usually choose between a positive construction and a negative one.
We can advocate for one path, or against another. Even though these choices have nearly identical literal
meanings, positive constructions are safer in tense situations.
- If You Weren't So Wrong So Often, I'd Agree with You
- Diversity of perspectives is one of the great strengths of teams. Ideas contend and through contending
they improve each other. In this process, criticism of ideas sometimes gets personal. How can we critique
ideas safely, without hurting each other, while keeping focused on the work?
- Getting Home in Time for Dinner
- Some of us are fortunate — we work for companies that make sure they have enough people to do
all the work. Yet, we still work too many hours. We overwork ourselves by taking on too much, and then
we work long hours to get it done. If you're an over-worker, what can you do about it?
- Cellf Esteem
- When a cell phone goes off in a movie theater, some of us get irritated or even angry. Why has the cell
phone become so prominent in public? And why do we have such strong reactions to its use?
- What Enough to Do Is Like
- Most of us have had way too much to do for so long that "too much to do" has become the new
normal. We've forgotten what "enough to do" feels like. Here are some reminders.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming July 26: Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.