The elevator doors opened, and Evan found himself face to face with the elevator's eight occupants, all staring straight ahead. Nobody moved. Calculating that there was enough room for him to board, Evan stepped forward, slightly jostling the tall woman directly in front of him "Excuse me," he said.
The elevator doors closed behind him, and as the elevator began to move upward, Evan scrunched his shoulders, pulled his elbows tightly into his sides, and carefully rotated himself in place to face the doors. He inevitably brushed against the tall woman again, who responded by shifting about two inches to the southwest, which movement rippled across the other four southwestern occupants of the elevator.
Evan had claimed his space.
So goes the ritual of elevator boarding. It varies from culture to culture, but that's how it's done in the U.S. It's a fairly unfriendly, mildly competitive, and ironically isolating process.
Imagine a similar scene in a parallel universe. The elevator doors open, Evan notices that the elevator is almost full, and says, "Room for one more?" The tall woman responds, "Sure, c'mon aboard." The passengers in the southwest corner of the cab move over to make room and one says, "Yeah, c'mon in. Now we have enough for volleyball!"
Life can be so different — so much more fun — and we can make it happen. Here are some of the everyday rituals we can change.
- Two groups pass each other in a narrow hallway
- One or both will form single file to make space for the other to pass without stopping. Rarely do we stop, stand aside with a smile, and generously let the other pass.
- Pouring coffee at the coffee station
- Life can be so different —
so much more fun —
and we can make it happen
- Someone approaches as you're in mid pour. Do you finish pouring, and then set down the pot? Or do you interrupt your cup and offer to pour theirs?
- Entering the office or cube of another
- If the occupant is looking at the computer, or otherwise unaware of your approach, do you knock on the doorjamb? Clear your throat? Say hello? Or do you ask for directions to the Emerald City?
- Someone enters your office unexpectedly
- Do you stand? Say hello? Smile? Offer the visitor a seat? What if you've never met? Do you ask, "Am I in the right office?"
- Someone drops a book, some papers, their badge, etc.
- Do you do nothing? Do you pick up the items? Do you just point them out? Or do you make a self-effacing remark: "Hey, I thought today it was my turn to drop stuff…"
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More articles on Personal, Team, and Organizational Effectiveness:
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- The foundation of any team meeting is its agenda. A crisply focused agenda can make the difference between
a long, painful affair and finishing early. If you're the meeting organizer, develop and manage the
agenda for maximum effectiveness.
- Heavy Burdens: Should, Always, Must, and Never
- As a leader you carry a heavy burden. You're accountable for everything from employee development to
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- Commitment Makes It Easier
- When you face obstacles, sometimes the path around or through them is difficult. Committing yourself
to the path lets you focus all your energy on the path you've chosen.
- Assumptions and the Johari Window: II
- The roots of both creative and destructive conflict can often be traced to the differing assumptions
of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool
called the Johari window.
- You Might Be Stressed If…
- A little stress once in a while keeps us sharp, but chronic intense stress shortens lives. Stress can
build gradually, out of our awareness. Here are some indicators of chronic intense stress.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.