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.
Your comments are welcomeWould you like to see your comments posted here? rbrenVoeYQOcfLXTLJXMAner@ChacmZPppmVtLCsdvhKcoCanyon.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:
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- Organizational Loss: Searching Behavior
- When organizations suffer painful losses, their responses can sometimes be destructive, further harming
the organization and its people. Here are some typical patterns of destructive responses to organizational
- Risk Management Risk: II
- Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some
guidelines for reducing risk management risk arising from risk interactions and change.
- Why Do Business Fads Form?
- The rise of a business fad is due to the actions of both its advocates and adopters. Understanding the
interplay between them is essential for successful resistance.
- Communication Refactoring in Organizations
- Inadequate communication between units of large organizations is one factor that maintains the dysfunction
of "silo" structures in large organizations, limiting their ability to act coherently. Communication
refactoring can help large organizations to see themselves as wholes.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenQRTKqJBZQdrDYfutner@ChactXkdJJVbxMggfQYloCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 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.