Excuses, Excuses

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.

Maybe now would be a good time to see what your own personal list looks like. Or maybe you can do it later.  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!

Your comments are welcome

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:

Choices for Widening Choices

Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't recognize all the possibilities — they're happiest when choosing is easy. When we notice this happening, what can we do about it?

Coincidences Do Happen

When we notice similarities between events, or possible patterns of events, we often attribute meaning to them beyond what we can prove. Sometimes we guess right, and sometimes not. How can we improve our guesses?

The Solving Lamp Is Lit

We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving before everyone is even aware of the problem. Here's how to prevent premature solution.

Contextual Causes of Conflict: I

When destructive conflict erupts, we usually hold responsible only the people directly involved. But the choices of others, and general circumstances, can be the real causes of destructive conflict.

Just-In-Time Hoop-Jumping

Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops." Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops efficiently.

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

Forthcoming issues of Point Lookout

Coming February 27: Brainstorming and Speedstorming: II

Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.

And on March 6: A Pain Scale for Meetings

Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhdtHCMMqyaOMeQFhner@ChacAalUOQTomCsBaVpooCanyon.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

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.