A message from a reader:
Dear Rick & USA,
Our thoughts are totally with the American People at present, especially those who have been personally touched by these tragic events.
I was with a disabled client at the time that the news was unfolding and even though her needs are complex, we could not concentrate on the job in hand. As she rightly said "It'll be the same as when Kennedy died, we will all remember what we were doing on this day, forever."
These events have changed the World forever and we now start a new era.
Please remember that we are with you because this was not only aimed at USA but at all of Western Society in general.
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
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More articles on Emotions at Work:
- When You Need a Lift
- When we depend on praise, positive support or consumption to feel good, we're giving other people or
things power over us. Finding within ourselves whatever we need to feel good about ourselves is one
path to autonomy and freedom.
- The Loopy Things We Do at Work
- At the end of the day, your skill at finding humor inside the dull and ordinary can make the difference
between going home exhausted and going home in a strait jacket. Adopting a twisted view of the goings-on
might just help keep you untwisted.
- The Injured Teammate: II
- You're a team lead, and one of the team members is suddenly very ill or has been severely injured. How
do you handle it? Here are some suggestions for breaking the news to the team.
- The Restructuring-Fear Cycle: II
- When enterprises restructure, reorganize, downsize, outsource, lay off, or make other organizational
adjustments, they usually focus on financial health. Here's Part II of an exploration of how the fear
induced by these changes can lead to the need for further restructuring.
- Unanswerable Questions
- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable
questions and how can we respond?
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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, )
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- 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.