When a goal remains unaccomplished, we sometimes tell ourselves that we understand why. And sometimes we do. But at other times, we're just fooling ourselves.
ometimes we have objectives that elude us over a long period of time. When this happens, we usually remain unaware of the situation, until by "happenstance" the question arises: "Why haven't I accomplished that?" Here are some of the "answers" that enable continuation of the status quo.
Something came up and I put everything else on hold.
I made progress, but then I came to where I didn't know what to do.
The US Capitol at night. On December 10, 2006, the 109th US Congress adjourned without completing work on 9 of the 11 bills needed to appropriate funds for the fiscal year that began the previous Oct 1. Photo courtesy US Congress.
I came to where I had to make a choice, and I couldn't make up my mind.
I came to where I had to make a choice, and I chose another path, which now seems to be a mistake, but I can't fix it right now.
I can see how to get something like what I want, but it isn't exactly right, so I'm waiting.
I found something really interesting to do, and that got me off track, but I'm back now.
I've had a lot on my plate, but I plan to get moving now.
I have a lot on my plate right now, but I plan to get moving soon.
I think I'll be having a lot on my plate soon, but I plan to get moving after that.
It looks like changes are coming, and I might get what I want without having to do anything, so I'm waiting.
Somebody needed my help and I had to give her (him) all my attention.
To make progress, I'd have to give up what I'm doing, and since I like what I'm doing OK, it seems too risky.
I can see how to get something like what I want, but it isn't exactly right, so I'm waitingSomebody I respect advised me to give it up.
Somebody I don't respect advised me to give it up, but since even an idiot can be right once in a while, I gave it up.
I noticed that someone else is much further along, and it seemed like I would probably lose out, so I gave up.
It looked like there would be a big obstacle a few months (years) down the road, so I'm waiting to see if I can find a way around.
I heard there would be a better opportunity someday, so I decided to wait.
It does look good, but there are some serious problems with it, so I'm going slow.
They told me it was a done deal, and I had a lock on it, so I waited for the announcement, and then it went to someone else. Now I'm just disgusted.
If I go for it and I fail, I'll lose credibility and then I'll never be able to get what I want ever again.
Maybe now would be a good time to see what your own personal list looks like. Or maybe you can do it later. TopNext Issue
Love 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!
Collaborations can be very productive. There are some traps though, especially when the collaborators are of different rank, with the partner of lower rank reporting to a peer of the other. Here are some tips for preventing conflict in diagonal collaborations.
Serendipity in project management is rare, in part, because we're under too much pressure to see it. If we can reduce the pressure, wonderful things happen.
You're chairing a meeting, and to your dismay, things get out of hand. People interrupt each other so often that nobody can complete a thought, and some people dominate the meeting. What can you do?
When we receive messages of disapproval, we sometimes feel bad. And when we do, it can help to remember that we have the freedom to decide whether or not to accept the messages we receive.
Nearly everyone complains that email is a time waster. Yet much of the problem results from our own actions. Here's Part III of a little catalog of things we do that help waste our time.
I offer email and telephone coaching at both corporate and individual rates.
Contact me for details at rbrenner@ChacoCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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Managing Virtual Teams for Real Results
Managing global or dispersed teams is challenging — miscommunications, misunderstandings, and interpersonal conflict all thrive in the typical environment of the distributed team. And they're even more common in global teams, because of time-zone offsets and language and cultural differences. We'll inventory the challenges distributed and global teams face, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees will learn concrete techniques for preventing and dealing with the problems that accompany global and distributed teams. Read more about this program. Here are some upcoming dates for this program:
Organizational Politics for People Who Hate Politics
Have you ever felt powerless to implement an important new idea? Have you ever been "blind-sided" at a meeting? Have you ever lost two good employees because you could find no way to keep them from attacking each other? These are some of the issues of organizational politics. Many of us have become enmeshed in them from time to time, but we've also known some people who seem to be able to engage and prosper. How is that done? We'll inventory the challenges of organizational politics, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees learn concrete techniques for dealing with the problems that arise in workplace politics, while keeping their integrity intact. Read more about this program. Here are some upcoming dates for this program:
What do you do when your team can't make critical decisions? Or worse, when they make a decision, what do you do when they open it up again next week? Making good decisions and facilitating group decisions are both critical skills for project managers. In this revealing and interactive program, I demonstrate a model of decision-making that captures the internal conflicts we all feel when we make difficult decisions. With a better understanding of how we resolve conflicting priorities, we not only become more skilled at making decisions, but we learn how to make decisions that "stick." Read more about this program. Here's an upcoming date for this program:
The Politics of Meetings for People Who Hate Politics
There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program:
Person-to-Person Communication for Project Managers
When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here are some upcoming dates for this program:
Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008 with 101 new tips! Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
ometimes we have objectives that elude us over a long period of time. When this happens, we usually remain unaware of the situation, until by "happenstance" the question arises: "Why haven't I accomplished that?" Here are some of the "answers" that enable continuation of the status quo.
Top 
Next IssueLove 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!
Diagonal Collaborations: Dazzling or Dangerous?
Make Space for Serendipity
Discussus Interruptus
A Message Is Only a Message
Email Antics: Part III
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Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008 with 101 new tips! Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
