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? 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:
- Appreciate the Moment
- Often, we focus our awareness where we aren't or when we aren't. Whether we're in a heated meeting,
or blowing out the candles of a birthday cake, being fully present can make our experiences more positive
and memorable. Why are we so often someplace else? When we are, how can we come back? Or better, how
can we stay fully present when we want to?
- Who Would You Take With You to Mars?
- What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the
latest thinking about designing teams for extended space exploration.
- How to Procrastinate
- You probably know many techniques for procrastinating, and use them regularly, but vociferously deny
doing so. That's what makes this such a delicate subject that I've been delaying writing this article.
Well, those days are over.
- Be With the Real
- When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed
that we lose awareness of the real and the important. Here are some suggestions for being with the Real.
- How We Waste Time: II
- We're all pretty good at wasting time. We're also fairly certain we know when we're doing it. But we're
much better at it than we know. Here's Part II of a little catalog of time wasters, emphasizing those
that are outside — or mostly outside — our awareness.
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.
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.