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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More articles on Personal, Team, and Organizational Effectiveness:
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- Nearly everyone complains that email is a time waster. Yet much of the problem results from our own
actions. Here's Part II of a little catalog of things we do that help waste our time.
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- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
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What's stopping us?
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most the people who make decisions. What can we do about this?
- Heart with Mind
- We say people have "heart" when they continue to pursue a goal despite obstacles that would
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Forthcoming issues of Point Lookout
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- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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- 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.