I hate:
- …that when you fall asleep on your keyboard, your face gets quilted.
- …that my keyboard isn't drool-proof.
- …that I can no longer see what's going on behind me because my new monitor has a no-glare screen.
- …that there isn't any part of my monitor to clip my bicycle mirror to, and people laugh at me when I wear my helmet at work.
- …that the woman from QA always interrupts me whenever I'm interrupting her.
- …speakerphones that won't let you interrupt while someone at the other end is talking.
- …that Windows crashes so often.
- …that Windows doesn't crash often enough to be a reliable excuse for anything.
- …that when you set the cell phones they give us on vibrate, you can still hear them.
- …that my boss gives me bad advice that I have to follow.
- …that when I follow my boss's bad advice and the thing implodes, it's my fault.
- …that when someone calls me on a bad cell phone connection from under the airport public address system, I have to make up both ends of the conversation.
- …that to tell whether the sun is shining I have to badge out.
- …that nobody knows what business casual really means.
- …that meetings start and end on the hour, with no time in between, so all our meetings start late.
- …that I get more email than I can possibly read. If anyone really wants to reach me, they text me.
- I hate that nobody knows
what business casual
really means…that I get more text messages that I can possibly read. If anyone really wants to reach me, they call me. - …that I get more voicemail than I can possibly listen to. If anyone really wants to reach me, they send me email.
- …when they change a procedure nobody ever actually followed to some new, more complicated procedure that nobody will ever actually follow.
- …when people CC me so I'll know that one of my direct reports screwed up again. Do they think I don't already know?
- …when my boss tells me what she firmly believes, then asks for my honest opinion.
- …that our whiteboard markers are always dry. I think they must come that way out of the box.
- …when someone puts me on speaker and it's just us on the call, I know they're doing something with their hands but I can't imagine what.
- …when I have to drop the 17 things I'm doing to get training in managing multiple tasks.
- …when a drop dead showstopper problem that I've been busting my tail to resolve for three weeks is suddenly reclassified as noncritical just after I fix it.
I'm sure you have some pet peeves of your own. Don't send them to me. I hate that. (just kidding) Top Next Issue
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
- Food for Thought
- Most companies have employee cafeterias, with the usual not-much-better-than-high-school food service.
By upgrading — and subsidizing — food service, these companies can reduce turnover and improve
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- A Message Is Only a Message
- When we receive messages of disapproval, we sometimes feel bad. And when we do, it can help to remember
that we have the freedom to decide whether or not to accept the messages we receive.
- 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.
- A Review of Performance Reviews: Blindsiding
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Reviews can be painful. Here are some guidelines for making them a little fairer.
- Disjoint Awareness: Analysis
- Breaking large problems into smaller parts can sometimes create a set of risks that make solving the
problem in pieces more difficult than solving it as a whole. But we can still profit from breaking the
problem into parts if we manage those risks.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming December 11: White Water Rafting as a Metaphor for Group Development
- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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