Occasionally, when I learn something, I think, "I wish I had known that years ago." Maybe it would have saved me pain and trouble, or helped me find more joy and happiness, or maybe it just appeals to me. Whenever this happens, I write it down, or at least I mean to write it down. Many of them do get away. Here's the second installment of some that didn't get away.
- It's way better to cancel a meeting that shouldn't happen than to hold a meeting that shouldn't have happened.
- If you phone someone only when something is wrong, they'll eventually learn about Caller ID.
- Ask questions only if you think the answers (or non-answers) will help.
- Turning the other cheek is a good way to get slapped again. And maybe that's a good thing.
- When people interrupt each other, rudeness isn't always the only reason. Some interruptions are strategic.
- When somebody consistently does something wrong, your understanding of what they're trying to accomplish might be incorrect.
- When an expert tells you it's impossible, take heed. Experts who exaggerate aren't experts for long.
- Humor is everywhere. Even in things you're embarrassed you laughed at.
- Humor helps some people get over the rough spots. Others find it most unhelpful. How wondrously different we all are.
- People who take credit for the work of others soon run out of others.
- The young have a huge advantage over their elders. They haven't yet learned that there isn't time enough to learn all of what they haven't yet learned.
- Three kinds of people who don't learn: the unwilling, the unable, and the soon-to-be-unemployed.
- Dogs understand us. It's what they do for a living.
- Get a scanner. Electronic hoarding Dogs understand us.
It's what they do
for a living.is better for the environment than hardcopy hoarding.
- Many of my mistakes eventually proved right. And many things I thought were right eventually proved to be mistakes. So, being sure I'm right can be a mistake. I think.
- Some people contribute much more than they get credit for; some contribute much less. The trick is figuring out which is which.
- Some people contribute much less than they think they do. Way less.
- Being loyal to an organization that's incapable of being loyal to you is just dumb. Same for people.
- You get good only at what you practice at, but practicing at something is no guarantee you'll get good at it.
- Don't practice at anything you don't want to get good at.
- Getting angry at inanimate objects hardly ever motivates them to do better.
- Taking time out to think usually saves time in the end.
- On days when nothing is going right, I remind myself that most things actually are going right. I'm just too messed up to notice them.
- Trees know how to make do with whatever comes their way. They have to.
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More articles on Ethics at Work:
- Dubious Dealings
- Negotiating contracts with outsourcing suppliers can present ethical dilemmas, even when we try to be
as fair as possible. The negotiation itself can present conflicts of interest. What are those conflicts?
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in
the rest of life. But the technologies of the modern workplace offer new opportunities to practice the
art. Here's Part II of a handy guide for telephonic self-defense.
- The Costanza Matrix
- The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if
you believe it." What if you don't believe it and it's true? Some musings.
Forthcoming issues of Point Lookout
- Coming September 25: Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.
- And on October 2: Start Anywhere
- Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore. Available here and by RSS on October 2.
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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.
- 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.