It seems clear to me that we're more likely to thrive when we're plugged into Reality. And I've noticed that some people who are bored at work are unaware that they are, because they find things to do that disguise the boredom, or at least make it more tolerable. For these people (a little tongue-in-cheek) I offer this list of boredom indicators.
- You can't sleep at night, so you sleep at work.
- You've figured out how to sit at your desk so that nobody can see that you're actually sleeping.
- You wonder if anyone heard that snore when you woke yourself up just now.
- On the way to the coffee machine you look down at your coffee cup and you notice that you already have coffee.
- You look forward to your bathroom break.
- You just arranged lunch with two people you can't stand, just to get out of the office.
- During lunch, you find yourself thinking about what to have for lunch tomorrow.
- You enjoy deleting sp*m.
- You read your sp*m.
- You send sp*m.
- You're usually current on your expense reports.
- You look forward to required training.
- It's all you can do to keep yourself from correcting obvious typos in Wikipedia.
- You correct obvious typos in Wikipedia, but you do it under an assumed name.
- No matter what you're doing, if it's work-related, you feel relief when you're interrupted.
- At work, you surf the Web looking for a new job.
- You do your Web errands (shopping, gifts, etc.) at work. No point wasting time at home on this stuff.
- You've learned the keyboard commands for quickly displaying the next or previous browser tab so you can switch quickly to a tab more suitable for work when someone suddenly enters your office.
- You listen carefully to the phone conversations of the person next door.
- You look at your boss's home in Google street view — again.
- You got pretty good at some of Google's more arcane commands by searching for your ancient love interests.
- You've figured out how to use the Internet All your paper clips are
pointing the same wayto spy on your dog sleeping on your sofa at home.
- All your paper clips are pointing the same way.
- All your paper clips are pointing the same way except the ones that you intentionally turned around so that they wouldn't all be pointing the same way.
- You've discovered that your office is in a time warp, because the clock, while not actually stopped, is moving so slowly that it might as well be stopped.
- You send long email messages to colleagues debating the finer points of stuff that even you don't care about.
- You send email messages that are so long that if you were a recipient, you wouldn't read them.
- Under an assumed name, you hold the daytime North American record in an Internet computer game.
- When a random question comes into your head (like which tree species leafs out first in springtime) you immediately get onto the Web and find the answer.
- And the Number One Indicator That You Might Be Bored at Work: You've read all the way through this list to get to the number 1 indicator that you might be bored at work.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
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:
- Dangerous Phrases
- I recently upgraded my email program to a new version that "monitors messages for offensive text."
It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend
to set people off. Here's a little catalog.
- Selling Uphill: Before and After
- Whether you're a CEO appealing to your Board of Directors, your stockholders or regulators, or a project
champion appealing to a senior manager, you have to "sell uphill" from time to time. Persuading
decision-makers who have some kind of power over us is a challenging task. How can we prepare the way
for success now and in the future?
- Four Popular Ways to Mismanage Layoffs: II
- Staff reduction is needed when expenses overtake revenue. But when layoffs are misused, or used too
late, they can harm the organization more than they help. Here's Part II of an exploration of four common
patterns of mismanagement, and some suggestions for those managers and other employees who recognize
the patterns in their own companies.
- Mitigating Outsourcing Risks: II
- Outsourcing internal processes exposes the organization to a special class of risks that are peculiar
to the outsourcing relationship. Here is Part II of a discussion of what some of those risks are and
what can we do about them.
- Still More Things I've Learned Along the Way
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's another batch
from my personal collection.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on 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.
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 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.