Matt felt a tightness in his stomach. Meg had just phoned to tell him of two projects that were in trouble, and she wanted them "cleaned up" before the quarterly report deadline. She demanded, "We need these projects reviewed by the end of the month." Matt had agreed, because after all, she was his customer. But now he was wondering why he had agreed. He couldn't possibly complete those reviews by the first, and if even one of them turned up some dirty laundry, he'd be even more overloaded.
Why do we so often agree to meet the needs of others with so little thought for our own needs? When we're tempted to overcommit, how can we recognize it in time to stop ourselves? Here are some partial answers to these big questions.

First Lady of the United States Michelle Obama hula-hooping with some kids during the Healthy Kids Fair, on the South Lawn of the White House, October 21, 2009. Official White House Photo by Samantha Appleton.
One metaphor for this pattern comes from Jean McLendon, who suggests that each of us has a metaphorical hula-hoop. We're all trying to hula-hoop as best we can. That's difficult enough, but we really get into trouble when we try to hula somebody else's hoop. If you've ever hula-hooped you know that eventually, no matter how good you are, the hoop sometimes gets away from you and drops to the ground. When that happens to someone close to us, some of us feel the urge to help our neighbor hula.
But you can't hula someone else's hoop without messing up your own efforts. You can observe, advise, cheer, make suggestions, and offer support, but as soon as you try to hula for someone else, you get into trouble yourself.
Try it. Get a friend and two hula-hoops, and put one around you and one around your friend. Then try to hula your own hoop and theirs at the same time. You can't do it. People just aren't built that way.
As soon as you try to
hula for someone else,
you get into trouble
yourselfWe each must learn to stay in our own hula-hoops.
When Meg expressed to Matt her urgent need for project reviews, he saw her dropping her hula-hoop, and felt like helping her hula. Matt's job was to conduct project reviews, but the urgency was actually Meg's, not Matt's. By adopting Meg's emergency as his own, Matt was stepping into Meg's hula-hoop.
To remind yourself to stay in your own hula-hoop, buy yourself a gift — get a real hula-hoop and take it to work. Lean it against a wall in your office. Whenever you're about to commit to something, glance over at your hula-hoop and check that you're staying within it. If you are, fine. If not, then figure out how to say no. And if anyone asks you what that hula-hoop is doing in your office, just say, "It's a gift to a hula-hoop champion." Top
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Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
For an application of the Hula Hoop Principle, see "When You Think Your Boss Is Incompetent," Point Lookout for September 20, 2006.
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Related articles
More articles on Emotions at Work:
- September Eleventh
- Because of the events of September Eleventh, and out of respect for the dead and bereaved, Point Lookout
didn't appear this week. I hope we can all find a way through our pain to a place of peace and respect
for all. Please take the time that you would have spent reading Point Lookout and use it to move us
all a little closer to that goal.
Decision Making and the Straw Man
- In project work, we often make decisions with incomplete information. Sometimes we narrow the options
to a few, examine their strengths and risks, and make a choice. In our deliberations, some advocates
use a technique called the Straw Man fallacy. It threatens the soundness of the decision, and its use
is very common.
Toxic Conflict in Virtual Teams: Dissociative Anonymity
- Toxic conflict in teams disrupts relationships and interferes with (or prevents) accomplishment of the
team's goals. It's difficult enough to manage toxic conflict in co-located teams, but in virtual teams,
dissociative anonymity causes toxic conflict to be both more easily triggered and more difficult to resolve.
Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
when groups fail even to consider changing something that everyone would agree needs changing.
Personal Feasibility Decisions
- When considering whether to exploit a rare but desirable opportunity, there is a risk that desire can
overcome good sense. Having at hand a predefined framework for making such decisions reduces the risk
of blundering by acting in haste.
See also Emotions at Work and Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
Coming April 23: On Planning in Plan-Hostile Environments: I
- In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment. Available here and by RSS on April 23.
And on April 30: On Planning in Plan-Hostile Environments: II
- When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.
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