Most of us in the U.S. commute in our cars, doing fairly routine things like steering, accelerating, and braking. We have a lot of brainpower to spare. By concentrating fully, and taking only a few white-knuckle risks, you can probably reduce your commute by 5% or so. That seems hardly worth it, when balanced against the increased risk of collision and injury. So what can you do instead?
The obvious choices are radio and audio recordings. Here are some less obvious choices:
- Commute with other people
- Commuting with one or two friends — people you enjoy — can be most rewarding. The opportunities for humor, fun, support, and compassion are endless. If you're concerned about getting "stuck" day after day with someone you've grown tired of, arrange it as a once-weekly or once-monthly gig, which gives you enough space between times to keep things fresh and interesting. And it lets you team up with other people too, on other days.
- Learn while you commute
- Listening to audio recordings of professional books and training programs can convert your commute time from a black hole to a high point of your day. If you're learning new skills, and if the program is interesting and well done, you'll actually begin to look forward to your commute.
- Hang up your cell phone
- Telephone conversations are best when you can give your partner in conversation your full attention. Listening to audio recordings as you commute is different — you can always pause the tape or backtrack if you need your full attention for the world around you. But you can't pause another person, so if your driving demands your attention, the person you're talking to feels your inattentiveness.
- Find entertainment you enjoy
- Talking on your cell
phone while you drive
isn't just dangerous.
It's disrespectful —
people can tell
when your attention
- High quality entertainment, especially humor, can be a valuable defense against traffic snarls and the worries of the job. Look for entertainment that captivates you. If your mind wanders to your worries, or the rude drivers around you, your entertainment isn't doing the job — find something else.
- Carry a pocket tape recorder
- If you think of something you want to jot down, speak it instead into a pocket tape recorder. It's much safer and more convenient than a note pad, especially if you're driving.
- Go for variety
- Variety keeps you tuned in to the world around you. Vary your route, departure time, and transportation mode. If you usually drive, take the train once in a while if you can. If you usually take the fastest route, try a more scenic one.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Take Any Seat: I
- When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps
to determine your effectiveness and your stature during the meeting. Here are some tips for choosing
your seat strategically.
- If Only I Had Known: I
- Have you ever regretted saying something that you wouldn't have said if only you had known just one
more little fact? Yeah, me too. We all have. Here are some tips for dealing with this sticky situation.
- On Virtual Relationships
- Whether or not you work as part of a virtual team, you probably work with some people you rarely meet
face-to-face. And there are some people you've never met, and probably never will. What does it take
to maintain good working relationships with people you rarely meet?
- How to Foresee the Foreseeable: Focus on the Question
- When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the
cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue
was set aside. Improving how groups deal with dissent can enhance decision quality.
- Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager,
you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, 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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.