Sometimes we get so caught up in the small stuff that we forget about the big stuff. We try to do what nobody can do. We take the hard path because we think it's easier. Or we choose the path we know, even though we know it leads to trouble.
Here are twenty-three thoughts to keep in mind when caught up in the small stuff.
- It's better to cancel a meeting that shouldn't be held than to hold a meeting that shouldn't be held.
- When a project gets way behind schedule, you have to go faster than "best case" just to catch up. Actually catching up is unlikely.
- Tarzan's First Rule of Change: After you grab the next vine, you have to let go of the vine you're on.
- They don't call it the "red-eye" for nothing.
- If you only call people when you want something, they'll eventually learn how to use Caller ID.
- Advice for troubled teams: If you're mixing batter for two chocolate cakes in two bowls, and you accidentally drop some asphalt into one bowl, moving some of the asphalt to the other bowl doesn't help.
- Multitasking is often just a way of convincing yourself that you're getting more done than you really are.
- The need for continuous communication with coworkers might really be a need to feel needed.
- Troubles at home eventually find their way to work.
- Troubles at work eventually find their way home.
- The Troubles at home eventually
find their way to work.
Troubles at work eventually
find their way home.more stuff you pack for the trip, the more stuff you'll be lugging around.
- The more stuff you pack for the trip, the more stuff you can lose someplace.
- Most people have little tolerance for ambiguity. What they don't know, they make up.
- To reach unexplored territory, you have to step off the well-trodden path.
- Number One way to halt forward progress: start squabbling about who gets credit for progress already made.
- When things are going well, getting the small things right can make outcomes even better.
- When things are going badly, getting the small things right might be just an irrelevant distraction.
- If someone is constantly trying to do part of your job, have a chat. If that fails, or if you can't chat, do your job before they do it.
- Number One sign of disorganization: "Where did I put that?"
- Number One sign of overload: "Did I or didn't I already do that?"
- Advice given but unsought soon becomes advice heard but unheeded.
- Working smarter is harder. That's why so few do it.
Finally, and most important, almost everyone involved in whatever you're involved in is focused on their own role in it. Most of them think the whole thing is about them. They're wrong, of course, because it's not about them. But they're only partly wrong: it's not about you either. Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrendxRtZespFditZQWjner@ChacXvylPIXCAwKtjToloCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Films Not About Project Teams: II
- Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be
about project teams. Most are available to borrow from the public library, and all are great fun.
- Virtual Communications: I
- Participating in or managing a virtual team presents special communications challenges. Here are some
guidelines for communicating with members of virtual teams.
- Favors, Payback, and Thoughtlessness
- Someone at work who isn't particularly a friend or foe has asked you for a favor. What happens if you
say no? Do you grant the favor? How do you decide what to do?
- You Might Be Stressed If...
- A little stress once in a while keeps us sharp, but chronic intense stress shortens lives. Stress can
build gradually, out of our awareness. Here are some indicators of chronic intense stress.
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuAeObeSmATkBWGJYner@ChacIUgOOcLrmcDSRdvvoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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. Here are some upcoming dates for this program:
- 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 an upcoming date
for this program:
- 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 an upcoming 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.