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? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Take Any Seat: I
- When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps
to determine your effectiveness and your stature during the meeting. Here are some tips for choosing
your seat strategically.
- Virtual Conflict
- Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common,
we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive
conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.
- How to Make Good Guesses: Tactics
- Making good guesses probably does take talent to be among the first rank of those who make guesses.
But being in the second rank is pretty good, too, and we can learn how to do that. Here are some
tactics for guessing.
- How to Avoid Getting What You Want
- Why would you want to know how to avoid getting what you want? Well, suppose you had perfected ways
of avoiding getting what you want, but you weren't aware that you were doing it. This one's for you.
- Symbolic Self-Completion and Projects
- The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators
of achievement that either they do not have, or that do not mean what they seem to mean. This behavior
has consequences for managing project-oriented organizations.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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.