Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 20;   May 17, 2006: My Right Foot

My Right Foot

by

There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned recently when I temporarily lost some of my independence.

Earlier this year, I broke the fifth metatarsal of my right foot. It was just a crack, and it mended itself nicely. I've already stowed in the back of a closet what I've come to call my "first cane," and soon I'll resume running.

My right foot. Arrow indicates the location of the break.But I learned some things from this experience — things that apply to more of life than just breaking a bone in your foot. Here are four insights that might help people who lead teams or manage projects.

When you sense trouble, pay attention
For a week before my foot finally gave out, it hurt. I ignored it. I should have seen a doctor. I didn't, and the bone finally cracked.
It's a lot easier to stay out of trouble than to get out of trouble. When you notice signs of trouble in a project or in a team, find out what's going on. Don't let trouble simmer. It will only come to a boil. See "Some Things I've Learned Along the Way," Point Lookout for October 19, 2005.
Ask for help
I needed help for the little tasks in life that I normally do for myself. Some help came from friends and acquaintances; some came from paid services. But very little came without my seeking it or accepting that I needed it.
It's OK to ask for help. It's OK to take your time, if you need to, when people around you are in a hurry. If you need something to get the job done, ask for it. See "Help for Asking for Help," Point Lookout for December 10, 2003, for more about asking for help.
Some people might decline your request for help
It's OK to
ask for help.
It's OK to
take your time.
Some of the people I asked for help didn't provide it.
Remember that when you ask for help, you're only asking, and the people you ask can decline, or offer something different from what you asked for. Prepare yourself for answers other than "yes." You might get a counter offer that could work, or you might get a flat "no." If that happens, you have to deal with that, too.
Some help isn't help
Some people, trying to help, actually make things more difficult. For instance, they hold open doors that stay open by themselves, and in doing so, they narrow the passageway.
Know how to handle help that isn't really help. It might be necessary to explain why adding staff doesn't make the project go faster, or why some people are just the wrong people for the work to be done. Be clear.

Most important, remember that some help is difficult to repay. Real help requires that you know of a need, that the person in need agrees about the need, that you have permission to help, and that you be able to help. Those four factors must all be present, and if they aren't, you might not be able to return the favor. If you can return a favor, fine. But don't wait too long for the chance — "return" it to somebody else. Go to top Top  Next issue: Inner Babble  Next Issue

Order from AmazonOrder from AmazonFor a fascinating exploration of returning help to somebody else, read Pay It Forward, by Catherine Ryan Hyde (Simon and Schuster, 2000) (Order from Amazon.com). Or see the film, with Kevin Spacey, Helen Hunt, and Haley Joel Osment, and directed by Mimi Leder (Order from Amazon.com).

Go For It: Sometimes It's Easier If You RunLove the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

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Although taking on too many projects risks defocusing the organization, the problems just begin there. Here are three more ways over-commitment causes organizations to waste resources or lose opportunities.

See also Personal, Team, and Organizational Effectiveness and Project Management for more related articles.

Forthcoming issues of Point Lookout

Probably not the kind of waiting we have in mind hereComing 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.
Srinivasa RamanujanAnd 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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I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreneknniYWnRyOLkiXoner@ChacCoihLJTHQlzrLVwzoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

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On 14The Race to the Pole: Ten Lessons for Project Managers 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:

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