General rules are usually helpful, because they simplify life. But when we accept them uncritically, and apply them unquestioningly, we risk eliminating valuable choices that, if exercised, could transform our lives for the better. Here's a small collection of workplace maxims that too many of us are a little too willing to accept as true.
- If it worked there, it will work here.
- If it didn't work here, we did something wrong when we tried it.
- If you read it in a book, it must be true.
- The value of a consultant's advice is proportional to the consultant's fee.
- If it's logical, and internally consistent, it will work.
- People always pad their estimates. Never give them what they ask for.
- Working smarter is easy. That's why we tell people to work smarter not harder.
- Managers are people who couldn't hack it doing real work.
- Executives are people who couldn't hack it as managers.
- The cure for our financial problems isn't better products, or more revenue, or new investment, or training people, or listening to customers — it's reducing expenses.
- Making people compete for bonuses, raises, perks, honors, or promotions won't hurt our efforts to create high-performance teams.
- How we dress is at least as important as what we do.
- Anyone's total output is proportional to the hours they work.
- To increase productivity, don't let people use company facilities for private purposes.
- Much of what we accept
uncritically as true,
just isn'tI have a right to appropriate company resources for my own ends.
- With the right technology, we can go paperless.
- We don't need people to deliver training — computer based training works just fine.
- The cause of our problems is (pick your favorite): incompetent managers, overpaid consultants, government regulation, foreign competition, unions, lazy workforce, …
- Eliminating theft is so important that the cost of controlling it doesn't matter.
- The typical female executive and the typical male executive manage altogether differently.
- Male (female) executives are more ruthless than female (male) executives.
- Workplace violence will never happen here.
- People who play politics don't really have anything of value to offer.
- The best person to hire for this job is someone who has done it before.
- People can get so angry that they "snap," like twigs bent too far.
- Meetings are almost always a waste.
- The only way to keep us all up to date is a weekly meeting.
- Organized people are more effective.
- Messy desk, messy mind.
- Share price is a valid measure of the company's health.
- Significant innovation always requires a visionary champion.
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More articles on Workplace Politics:
- How to Get Promoted in Place
- Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that
talk about promotions, getting promoted, or asking for promotions. What you do to get a promotion depends
on what you're aiming for.
- What Insubordinate Non-Subordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- Why There Are Pet Projects
- Pet projects are common in organizations, including organizations with healthy and mature planning processes.
They usually consume resources at levels beyond what the organization intends, which raises the question
of their genesis: Where do pet projects come from?
- Workplace Politics and Type III Errors
- Most job descriptions contain few references to political effectiveness, beyond the fairly standard
collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political
sophistication, understanding the political content of our jobs is important.
- The Opposite of Influence
- The question of why some people are so influential has a partner question: why are others largely ignored,
or opposed, even when their contributions are valuable?
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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.