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.
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More articles on Personal, Team, and Organizational Effectiveness:
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- Inner Babble
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- The Perils of Piecemeal Analysis: Content
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See also Personal, Team, and Organizational Effectiveness for more related articles.
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- 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:
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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.
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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.