Appreciations

Another year is ending, and I'm suddenly aware that I've been writing Point Lookout for four years. This issue is my 209th. When I recall how anxious I once was about having enough to say every week, I wonder what I was so worried about. My idea file keeps growing.

Doing anything at all for four years rarely happens by chance — it takes intention, determination, and most of all, it takes support from other people. So this week seemed like a good time to express my appreciation for the support you all have given me.

To readers

Point Lookout now (December 2004) has almost 2,000 subscribers. Despite flooded inboxes and hectic interrupt-driven days, many of you spend five or ten minutes a week reading Point Lookout. I appreciate the gift of your time.

To forwarders

Express your appreciation
to those who support
what you do

Motivated by an idea or an insight, and caring about friends, relatives, or colleagues, some of you forward Point Lookout to others, and some of them eventually subscribe. Word of mouth is the most valuable form of marketing there is. Word of mouth isn't for sale, and I appreciate you for passing the word.

To recommenders

At my Web site, on the pages that contain archived back issues, there's a recommend-to-a-friend link that lets readers send articles to friends. I know that when you recommend an article to a friend, you're putting yourself out there, and I appreciate that vote of confidence.

To change-of-address requesters

When you change companies or service providers, many of you send me change-of-address requests. For publishers of free email newsletters, there is no higher compliment, and I appreciate you for sending address changes at what is no doubt a hectic time of transition.

To commenters

I receive a steady stream of comments and feedback from readers, usually about specific articles, but sometimes more general than that. I appreciate the time it takes to frame your thoughts and send me an email message, whether it's a criticism, a suggestion, or encouragement.

To international subscribers

I live and write in the US, in Boston, and — based on email addresses — Point Lookout goes to subscribers in 39 other countries. The actual number of outside-of-the-US addresses is probably even more. I appreciate the Internet for helping me to reach you wherever you are, and I appreciate your willingness to read what I write, despite my writing in what is for many of you a foreign language.

And now, if you like, it can be your turn to express appreciations. Think of something you do often — every day or every week — something that's important to you. Are there people in your life who have made that possible? Maybe you know who they are, and maybe they're close to you. Or maybe you've never met them. Express your appreciation to them for the things they do that make what you do possible and rewarding. You'll feel great, they'll feel great, and you'll both find ways to make it all keep happening.  Top    Next Issue

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 welcome

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.

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Related articles

More articles on Emotions at Work:

After the Accolades: You Are Still You

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Ethical Influence: I

Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.

Good Change, Bad Change: I

Change is all around. Some changes are welcome and some not, but when we distinguish good change from bad, we often get it wrong. Why?

Scope Creep, Hot Hands, and the Illusion of Control

Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion of control" — might provide explanations.

Compulsive Talkers at Work: Power

Compulsive talkers are unlikely to change their behavior in response to your polite (or even impolite) requests. In this second part of our exploration, we consider the role of power — both personal and organizational.

See also Emotions at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Coming January 22: Disjoint Awareness: Bias

Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.

And on 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.

Coaching services

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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Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.