Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 7, Issue 1;   January 3, 2007: Excuses, Excuses

Excuses, Excuses

by

When a goal remains unaccomplished, we sometimes tell ourselves that we understand why. And sometimes we do. But at other times, we're just fooling ourselves.
The U.S. Capitol at night

The U.S. Capitol at night. On December 10, 2006, the 109th U.S. Congress adjourned without completing work on 9 of the 11 bills needed to appropriate funds for the fiscal year that began the previous Oct 1.

Photo courtesy U.S. House Democratic Cloakroom.

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 waiting
    It 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.

Maybe now would be a good time to see what your own personal list looks like. Or maybe you can do it later. Go to top Top  Next issue: When Fear Takes Hold  Next Issue

Go For It: Sometimes It's Easier If You RunLove 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 welcome

Would you like to see your comments posted here? rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Time is moneyTaming the Time Card
Filling out time cards may seem maddeningly trivial, but the data they collect can be critically important to project managers. Why is it so important? And what does an effective, yet minimally intrusive time reporting system look like?
The Messerschmitt Me 262, which was the first jet fighter to fly in combatHow to Foresee the Foreseeable: Preferences
When people collaborate on complex projects, the most desirable work tends to go to those with highest status. When people work alone, they tend to spend more time on the parts of the effort they enjoy. In both cases, preferences rule. Preferences can lead us astray.
A keyboardOffice Automation
Desktop computers, laptop computers, and tablets have automation capabilities that can transform our lives, but few of us use them. Why not? What can we do about that?
Braided streams in Grewingk Glacier RiverWhy Sidebars Happen
Sidebar conversations between meeting participants, conducted while someone else has the floor, are a distracting form of disorder that can waste time and reduce meeting effectiveness. Why do sidebars happen?
A Great Grey OwlHow to Waste Time in Virtual Meetings
Nearly everyone hates meetings, and virtual meetings are at the top of most people's lists. Here's a catalog of some of the worst practices.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Vulture getting ready to strike a dying prey, KenyaComing March 29: Time Slot Recycling: The Risks
When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.
Bust of Aristotle. Marble. Roman copy after a Greek bronze originalAnd on April 5: The Fallacy of Division
Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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:

Reprinting this article

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.