Earlier this year, I broke the fifth metatarsal of my right foot. It was just a crack, and it mended itself nicely. I've already stowed in the back of a closet what I've come to call my "first cane," and soon I'll resume running.
But I learned some things from this experience — things that apply to more of life than just breaking a bone in your foot. Here are four insights that might help people who lead teams or manage projects.
- When you sense trouble, pay attention
- For a week before my foot finally gave out, it hurt. I ignored it. I should have seen a doctor. I didn't, and the bone finally cracked.
- It's a lot easier to stay out of trouble than to get out of trouble. When you notice signs of trouble in a project or in a team, find out what's going on. Don't let trouble simmer. It will only come to a boil. See "Some Things I've Learned Along the Way," Point Lookout for October 19, 2005.
- Ask for help
- I needed help for the little tasks in life that I normally do for myself. Some help came from friends and acquaintances; some came from paid services. But very little came without my seeking it or accepting that I needed it.
- It's OK to ask for help. It's OK to take your time, if you need to, when people around you are in a hurry. If you need something to get the job done, ask for it. See "Help for Asking for Help," Point Lookout for December 10, 2003, for more about asking for help.
- Some people might decline your request for help
- It's OK to
ask for help.
It's OK to
take your time.
- Some of the people I asked for help didn't provide it.
- Remember that when you ask for help, you're only asking, and the people you ask can decline, or offer something different from what you asked for. Prepare yourself for answers other than "yes." You might get a counter offer that could work, or you might get a flat "no." If that happens, you have to deal with that, too.
- Some help isn't help
- Some people, trying to help, actually make things more difficult. For instance, they hold open doors that stay open by themselves, and in doing so, they narrow the passageway.
- Know how to handle help that isn't really help. It might be necessary to explain why adding staff doesn't make the project go faster, or why some people are just the wrong people for the work to be done. Be clear.
Most important, remember that some help is difficult to repay. Real help requires that you know of a need, that the person in need agrees about the need, that you have permission to help, and that you be able to help. Those four factors must all be present, and if they aren't, you might not be able to return the favor. If you can return a favor, fine. But don't wait too long for the chance — "return" it to somebody else. Top Next Issue
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 a fascinating exploration of returning help to somebody else, read Pay It Forward, by Catherine Ryan Hyde (Simon and Schuster, 2000). Or see the film, with Kevin Spacey, Helen Hunt, and Haley Joel Osment, and directed by Mimi Leder.
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More articles on Personal, Team, and Organizational Effectiveness:
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
management debt? How can we pay it down?
- The Deck Chairs of the Titanic: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities
just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
- Team Risks
- Working in teams is necessary in most modern collaborations, but teamwork does carry risks. Here are
some risks worth mitigating.
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
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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