Sometimes we have objectives that elude us over a long period of time. When this happens, we usually remain unaware of the situation, until by "happenstance" the question arises: "Why haven't I accomplished that?" Here are some of the "answers" that enable continuation of the status quo.
- Something came up and I put everything else on hold.
- I made progress, but then I came to where I didn't know what to do.
- I came to where I had to make a choice, and I couldn't make up my mind.
- I came to where I had to make a choice, and I chose another path, which now seems to be a mistake, but I can't fix it right now.
- I can see how to get something like what I want, but it isn't exactly right, so I'm waiting.
- I found something really interesting to do, and that got me off track, but I'm back now.
- I've had a lot on my plate, but I plan to get moving now.
- I have a lot on my plate right now, but I plan to get moving soon.
- I think I'll be having a lot on my plate soon, but I plan to get moving after that.
- It looks like changes are coming, and I might get what I want without having to do anything, so I'm waiting.
- Somebody needed my help and I had to give her (him) all my attention.
- To make progress, I'd have to give up what I'm doing, and since I like what I'm doing OK, it seems too risky.
- Somebody I respect advised me to give it up.
- Somebody I don't respect advised me to give it up, but since even an idiot can be right once in a while, I gave it up.
- I noticed that someone else is much further along, and it seemed like I would probably lose out, so I gave up.
- I can see how to get
something like what
I want, but it isn't
exactly right, so I'm waitingIt looked like there would be a big obstacle a few months (years) down the road, so I'm waiting to see if I can find a way around.
- I heard there would be a better opportunity someday, so I decided to wait.
- It does look good, but there are some serious problems with it, so I'm going slow.
- They told me it was a done deal, and I had a lock on it, so I waited for the announcement, and then it went to someone else. Now I'm just disgusted.
- If I go for it and I fail, I'll lose credibility and then I'll never be able to get what I want ever again.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenrdZvgNbiDGsKxfalner@ChacPQoTGAKdZEHKpayMoCanyon.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:
- Appreciate Differences
- In group problem solving, diversity of opinion and healthy, reasoned debate ensure that our conclusions
take into account all the difficulties we can anticipate. Lock-step thinking — and limited debate
— expose us to the risk of unanticipated risk.
- 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.
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- Recovering Time: I
- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get
so little done? To recover time, limit the fragmentation of your day. Here are some tips for structuring
your working day in larger chunks.
- Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after
outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness
of many organizational processes, including both performance appraisal and project retrospectives.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenoaueqDxpLxnSpGjtner@ChacIgcqOXXVSaqDunivoCanyon.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.