Here are some gems from past issues of Point Lookout, a weekly email newsletter of tips, insights and perspectives for people in dynamic problem-solving organizations. Bookmark this page. Or browse the archive by date or by topic. Subscribe now.
When we require that every effort produce deliverable results, we create a culture that's averse to taking the kind of risks that are often necessary to complete projects successfully. More
When things are OK, we sometimes can't see how much better things could be. More
Subtly clever solutions are often camouflaged by the irrelevant. Try throwing away items that you already know, and then examine what's left. More
Interrupting people is the best way to get them not to hear you. More
Status is only status. Your worth as a person — as a parent to your children, as a spouse to your spouse, and as a human being — transcends organizational status. More
For those project managers who negotiate with vendors, time pressure can lead to temptation to yield, based on a belief that we can "close the gap later" through cleverness during execution. More
During a pandemic, if you must meet face-to-face, use the largest available conference room. Larger rooms have better ventilation, and there's more room to spread out. More
Controlling corrosive "buts" is one step in keeping conflict constructive. Taking that step helps you see the next one. More
Distributing blame across the entire team is one way to prevent scapegoating. It also has an unintended consequence — it validates the idea of assigning blame. More
To increase productivity, don't let people use company facilities for private purposes. Conventional wisdom? Or conventional foolishness? More
Managers are people who couldn't hack it doing real work. Conventional wisdom? Or conventional foolishness? More
Especially if they're very strong, our biases and preferences affect our judgment. Our biases sometimes arise from our investments. What's at stake? Is there much to gain or lose? More
Not everyone "gets it" in the same way. Offer alternative ways to understand the change and its implications, and offer these ways in multiple formats.
Packing the menu of employee benefits doesn't solve the problem of substandard benefits. More
A rowboat with a leak above the water line won't leak. You can ignore some problems because the conditions that make them troublesome are provably not present. More
If you're essential to organizational success in your current position, you're difficult to replace. Not so good if you want to be promoted. Share what you know. More
In resolving person-to-person conflict, avoid blaming — it just encourages defensiveness. And blaming a third party can be a way of avoiding the issue between the two of you.
We have to do this because customers are pressing us. Conventional wisdom? or conventional foolishness? More
If you always take the "best" route when you go somewhere, even for routine errands, and never try a different or more adventurous route, you might be micromanaging yourself. More
When we move from the limelight back to a more familiar place, we can feel ignored, unappreciated, and unloved. We're especially vulnerable when we've let accolades define our self-esteem. More
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