Sometimes we get so caught up in the small stuff that we forget about the big stuff. We try to do what nobody can do. We take the hard path because we think it's easier. Or we choose the path we know, even though we know it leads to trouble.
Here are twenty-three thoughts to keep in mind when caught up in the small stuff.
- It's better to cancel a meeting that shouldn't be held than to hold a meeting that shouldn't be held.
- When a project gets way behind schedule, you have to go faster than "best case" just to catch up. Actually catching up is unlikely.
- Tarzan's First Rule of Change: After you grab the next vine, you have to let go of the vine you're on.
- They don't call it the "red-eye" for nothing.
- If you only call people when you want something, they'll eventually learn how to use Caller ID.
- Advice for troubled teams: If you're mixing batter for two chocolate cakes in two bowls, and you accidentally drop some asphalt into one bowl, moving some of the asphalt to the other bowl doesn't help.
- Multitasking is often just a way of convincing yourself that you're getting more done than you really are.
- The need for continuous communication with coworkers might really be a need to feel needed.
- Troubles at home eventually find their way to work.
- Troubles at work eventually find their way home.
- The Troubles at home eventually
find their way to work.
Troubles at work eventually
find their way home.more stuff you pack for the trip, the more stuff you'll be lugging around.
- The more stuff you pack for the trip, the more stuff you can lose someplace.
- Most people have little tolerance for ambiguity. What they don't know, they make up.
- To reach unexplored territory, you have to step off the well-trodden path.
- Number One way to halt forward progress: start squabbling about who gets credit for progress already made.
- When things are going well, getting the small things right can make outcomes even better.
- When things are going badly, getting the small things right might be just an irrelevant distraction.
- If someone is constantly trying to do part of your job, have a chat. If that fails, or if you can't chat, do your job before they do it.
- Number One sign of disorganization: "Where did I put that?"
- Number One sign of overload: "Did I or didn't I already do that?"
- Advice given but unsought soon becomes advice heard but unheeded.
- Working smarter is harder. That's why so few do it.
Finally, and most important, almost everyone involved in whatever you're involved in is focused on their own role in it. Most of them think the whole thing is about them. They're wrong, of course, because it's not about them. But they're only partly wrong: it's not about you either. Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenkqdTuABXKLHEUCNuner@ChacjLzUAmdVtCVudYytoCanyon.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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- When Your Boss Is a Micromanager
- If your boss is a micromanager, your life can be a seemingly endless misery of humiliation and frustration.
Changing your boss is one possible solution, but it's unlikely to succeed. What you can do
is change the way you experience the micromanagement.
- Encourage Truth Telling
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant
reports, especially when the implications are uncomfortable or threatening. A culture that supports
truth telling can be an organization's most valuable asset.
- Social Distancing for Pandemic Flu
- It's time we all began to take seriously the warning about a possible influenza pandemic. Whether or
not your organization has a plan, you can do much to reduce your own chances of infection, and the chances
of mass infection, by adopting a set of practices known as social distancing.
- Healthy Practices
- Some organizational cultures are healthy; some aren't. How can you tell whether your organizational
culture is healthy? Here are some indicators.
- The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around
them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUsHPIZTFWWybncvIner@ChacfsbJMlMofclIpQdMoCanyon.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
- 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.