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:
- Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the
problem. The budget swap is one technique for making ends meet. It distorts organizational data, and
it's just plain unethical.
- Currying Favor
- The behavior of the office kiss-up drives many people bats. It's more than annoying, though —
it does real harm to the organization. What is the behavior?
- Some Things I've Learned Along the Way
- When I have an important insight, I write it down in a little notebook. Here are some items from my
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- Some Truths About Lies: IV
- Extended interviews provide multiple opportunities for detecting lies by people intent on deception.
Here's Part IV of our little collection of lie detection techniques.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. 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.