Words of wisdom are typically so elegantly stated that we are seduced by their elegance. We accept them unquestioningly, because we think that their truth is obvious. But when we examine them more closely, with our brains fully engaged, we can often see that these beliefs are easily misapplied. Here's Part II of a collection of Wacky Words of Wisdom. See "Wacky Words of Wisdom," Point Lookout for July 14, 2010, and "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, for more.
- Well, if you really think it will take that long, you better get started
- This comment is useful for shaming a subordinate into abandoning objections about the scale of an effort, but it also works when coercing peers who are responsible for the task in question. The comment usually halts any further strategic thinking or discussion about the scale of the contemplated commitment.
- Rarely is halting thinking or discussion actually helpful to anyone other than the person doing the coercing. The decision about proceeding with any project certainly must take into account how much effort is required. If the effort involved is large enough, it behooves us to consider alternatives that might be less costly or take less time, and we might even decide to abandon the objective altogether. But exploring these alternatives isn't possible when we stop thinking.
- Never burn bridges
- Really? Really, never? I doubt it. The reference to bridges is metaphorical — the bridges are actually options or relationships. The adage cautions one not to deliberately close out options, or terminate or curtail any relationship.
- But obeying such a broad commandment would entail, for example, maintaining relationships even with those whom one regards as inclined toward the unethical or criminal, and those with whom further association is politically dangerous. Much more valuable advice: be selective about burning bridges. Burn only the bridges that ought to be burnt.
- In times of rapid change, experience could be your worst enemy
- This comment, Be selective about burning bridges.
Burn only the bridges
that ought to be burnt.attributed to J. Paul Getty, does contain a valuable insight, namely, that our experiences tend to cause us to form attachments to things that might be changing. Those attachments can sometimes limit our ability to change. But the operative phrase is could be, which many interpret as is. We "hear" the comment as if the could be were is, and that's the source of the problem.
- Some experiences can create problems; others can be helpful. For instance, experience includes experience with change itself, which might be helpful indeed. Our experience with previous changes can help us adapt more readily when we must adapt. It can also help us recognize changes that won't last, and thereby save us from adapting to something that's only transitory. Experience is the source of good judgment.
We'll continue with this exploration in a few weeks, looking at three more examples of over-generalized beliefs. Meanwhile, can you think of examples from your own experience? First in this series | Next in this series Top Next Issue
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For more examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, "Wacky Words of Wisdom: IV," Point Lookout for August 5, 2015, "Wacky Words of Wisdom: V," Point Lookout for May 25, 2016, and "Wacky Words of Wisdom: VI," Point Lookout for November 28, 2018.
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More articles on Personal, Team, and Organizational Effectiveness:
- 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.
- Take Any Seat: II
- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the
meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your
choice strategically, you can better maintain your autonomy and power.
- Excuses, Excuses
- When a goal remains unaccomplished, we sometimes tell ourselves that we understand why. And sometimes
we do. But at other times, we're just fooling ourselves.
- Favors, Payback, and Thoughtlessness
- Someone at work who isn't particularly a friend or foe has asked you for a favor. What happens if you
say no? Do you grant the favor? How do you decide what to do?
- One Cost of Split Assignments
- Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin,
but that leads to split assignments for those with rare skills. Here's one way split assignments can
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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.
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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.