As the escalator crested to the second floor of the convention center, Ken stepped off and headed straight for the cluster of armchairs off to the right. Relieved, he sat and looked at his watch: 30 minutes to midnight. 'No wonder I'm beat,' he thought. And then, 'What am I doing here? Working crazy hours to make Warner look good? It isn't worth it anymore.'
Because people are
perceptive, the truth
does get out, and
giving it your all
is almost always
a great choiceJust then he saw Peter hop off the escalator and start to make the turn to go up to Three. Spotting Ken by the window, Peter brightened, changed course and headed over to say hello, motioning to the woman behind him to follow.
"Gina, meet Ken Mersereau, Diamond Square. Ken, Gina Chang."
Ken stood and smiled. "Ah, yes, I attended your talk," Ken said as they shook hands. "Enjoyed it."
"Ken Mersereau…" Gina began, "…so you're the one who makes Warner look so good."
Ken was stunned. He didn't think anyone knew. "Well, I try, but that really isn't my main goal," he said. Suddenly he was glad that he'd decided to give it his all.
Holding back because you work for a credit thief is probably not your best strategy. Because people are perceptive, the truth does get out, and giving it your all is almost always a great choice. Here are three things to keep in mind as you decide how much of yourself to throw into a job.
- Don't hold back to get even
- Restraining yourself because of past or current injustice only confirms the (incorrect) low opinion others have of you. If you aren't appreciated, address the problem directly with the offenders. If that's impossible or if it fails, either do your job the best you can, or find another. Doing your job half-heartedly hurts you more than anyone else.
- Work for yourself first
- Praise or even adulation from others makes most of us feel good, but feeling wonderful yourself about the job you're doing is even better. Practice self-appreciation until you get really good at it. You'll probably find that appreciating yourself for something feels hollow unless you've given it your all.
- Give only what you've got
- Giving more than you've got isn't giving your all — it's giving what's not yours. You could be stealing from yourself, when you give up your time off; from your loved ones, when you deprive them of your full Self; or from colleagues, when you take unethical shortcuts.
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
For more on achieving and inspiring goals, see "Corrales Mentales," Point Lookout for July 4, 2001; "Commitment Makes It Easier," Point Lookout for October 16, 2002; "Beyond WIIFM," Point Lookout for August 13, 2003; "Your Wishing Wand," Point Lookout for October 8, 2003; "Knowing Where You're Going," Point Lookout for April 20, 2005; "Workplace Myths: Motivating People," Point Lookout for July 19, 2006; "Astonishing Successes," Point Lookout for January 31, 2007; and "Achieving Goals: Inspiring Passion and Action," Point Lookout for February 14, 2007.
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More articles on Personal, Team, and Organizational Effectiveness:
- Help for Asking for Help
- When we ask for help, from peers or from those with organizational power, we have some choices. How
we go about it can determine whether we get the help we need, in time for the help to help.
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- Virtual Communications: II
- Participating in or managing a virtual team presents special communications challenges. Here's Part
II of some guidelines for communicating with members of virtual teams.
- The True Costs of Indirectness
- Indirect communications are veiled, ambiguous, excessively diplomatic, or conveyed to people other than
the actual target. We often use indirectness to avoid confrontation or to avoid dealing with conflict.
It can be an expensive practice.
- How to Get Out of Firefighting Mode: II
- We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem,
and the new problem makes it impossible to use the solution we thought we had for some third problem
we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
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- Get 2003-4 in Why Dogs Wag (PDF, )
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- 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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