Here's a collection of lightly edited expressions of frustration, disdain, and disbelief about jobs today, and about how people in those jobs are managed. Some are based on specific reports that have come my way, and some are mixtures of reports from several people. Any similarity to your situation is both coincidental and unfortunate.
- Twice they've laid off my best friends. Time to go.
- Whenever layoffs happen, I get more work and no raise.
- I used to "stretch" to deliver superior performance, only to be rated "meets expectations." I thought, "What a lie," but now I realize that stretching myself was their expectation.
- The only thing I hate more than being told to undo what somebody just finished is being told to undo what I just finished.
- I take that back. I hate even more being told to do something that I know somebody will have to undo as soon as I'm finished.
- If meetings were any more mind numbing, they'd be classified as illegal drugs.
- I used to trust my boss to tell me what was really going on. I now realize that he doesn't actually know.
- I liked my old boss better than my new boss. Neither of them knows what they're doing, but my old boss at least knew that he didn't know.
- I don't know what's worse: (a) my boss making decisions about stuff he's clueless about, without consulting us; or (b) my boss asking our advice, and then not taking it. Wait, it's (a). At least with (a) he doesn't waste our time before making the wrong decision.
- Two things are If meetings were any more mind
numbing, they'd be classified as
illegal drugs.mysterious about Steve: (a) how he spends his time, because he sure doesn't do his job; and (b) how he gets away with it.
- Only one way the cafeteria could be worse: if they raised the prices. Ah. They just did. Never mind.
- I stuck sticky notes on my wall with fake passwords to fool password thieves. Then IT ran a surprise inspection and wrote me up. I told them the passwords were fake, but they said no passwords on the walls, real or fake. The I in IT must stand for idiotic.
- I got used to my boss not keeping her promises, but I can't get used to her denying she ever made them.
- I have so much work that I can't focus on anything long enough to remember where I was when I had to drop it to do something more urgent.
- I used to tolerate the bad parts of my job because I loved the good parts of my job. Now I don't even know what the good parts of my job are.
- Why am I classified as a "resource?" I'm a human being.
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- 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.
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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.
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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.