Has anything ever "fallen through the cracks?" Have you ever "dropped the ball?" Have you ever had a great idea, then lost it, only to remember it later when you would have benefited from it? If this is a familiar pattern, would you like to do something about it? Here's an approach that might reduce the incidence of these misfortunes.
- Gather data
- How often do you actually fail to do something important? How much damage is there? Maybe you remember some horrendous incidents, and you're convinced that there's a problem. But for some, the extent and the consequences of the problem are unclear. To answer these questions, track these incidents over time, possibly weeks or months. One sure sign of a problem: you start tracking and drop the ball on tracking.
- Acknowledge the problem
- Continually dropping the ball or letting things fall through the cracks isn't a path to success. If the data prove that there's a problem, then there's a problem. Fixing the problem begins with acknowledging the problem.
- Recognize that you're the one doing it
- The responsibility for repeated incidents of forgetting important issues lies with one person: the forgetter. Overload can be a cause, but if it is, then the person who's overloaded is the person most responsible for addressing the overload. Either way, the problem is the forgetter's and it's the forgetter's to address.
- Make a contract
- A contract is an agreement between two or more parties. Usually the agreement entails an exchange — one party does (or stops doing) certain things, and in exchange, Continually dropping the ball
or letting things fall through
the cracks isn't
a path to successthe other does (or stops doing) other things. Contracts describe everything from deals between partners to treaties between nations. Contracts can also help us make difficult personal changes. To make this kind of contract, tell someone else about it. Make yourself accountable to someone. If you have no one you can tell, write it down.
- Do it
- Make a plan for this change for one category of item that you repeatedly drop. A To Do list usually isn't enough. Most likely you'll need to actually schedule tasks to make them happen. Some trial-and-error might be necessary. Do whatever works for you.
- Do it again
- This is your chance to practice. Find another category of item that you repeatedly drop. Deal with that category. Do the same techniques work for this category? Or did you have to invent some new approach? For items in this category, maybe you have to break them into smaller more doable parts. Or maybe you have to learn how to ask for help. Expand your tool kit. Soon you'll become an expert at not dropping the ball.
Is your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenMRhzvEWRrThVKHpnner@ChacyjVZjWAOOHluOazfoCanyon.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:
- The True Costs of Cubicles
- Although cubicles do provide facility cost savings compared with walled offices, they do so at the price
of product development delays and increased product development costs. Decisions of facilities planners
can have dramatic project schedule impact.
- In the Groove
- Under stress, we sometimes make choices that we later regret. And we wonder, "Will I ever learn?"
Fortunately, the problem usually isn't a failure to learn. Changing just takes practice.
- If Only I Had Known: II
- Ever had one of those forehead-slapping moments when someone explained something, or you suddenly realized
something? They usually involve some idea or insight that would have saved you much pain, trouble, and
heartache, if only you had known.
- What have you learned today? What has enriched you, changed your understanding of the world, or given
you a new view of history or the future? Learning something new every day is a worthy goal.
- Teamwork Myths: I vs. We
- In high performance teams, cooperative behavior is a given. But in the experience of many, truly cooperative
behavior is so rare that they believe that something fundamental is at work — that cooperative
behavior requires surrendering the self, which most people are unwilling to do. It's another teamwork myth.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIsXbBlSSmxHaKpcIner@ChaceJapywZUGMXMdwmZoCanyon.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.