When I learn something, I sometimes wish I had learned it long ago. If it could have saved me trouble, or led me somewhere I find appealing, I write it down. Here's another installment from my growing collection.
- If your workload is totally unreasonable, better time management won't help much.
- If you work for a jerk, striving for superior performance is worse than a waste of time. It keeps you from finding another job.
- Multitasking is a hoax. What we really do is task switching, which drains energy and wastes time [Weinschenk 2012] .
- If my success depends on yours, but yours doesn't depend on mine, I might be in big trouble.
- Creating great ideas from scratch is really hard and really rare. Many great ideas are clever combinations of other great and less-than-great ideas.
- Organizations and their people either succeed together or fail together.
- Risk-averse organizations risk stifling creativity and innovation.
- Threats work in the short run, but they drive people away in the long run.
- If you decide to give up, you'll never know whether you could have done it.
- You can't trust everything you find on the Internet, but some Internet communities and Web sites are very reliable. Find some you trust.
- Perfection isn't achievable, but with practice, you can make the imperfections insignificant.
- Cherish imperfections. They can sometimes lead to wonderful, exciting places.
- If a difficult decision gets easier when you pretend you're deciding it for somebody else, the difficulty is probably about you, not the decision.
- When all your choices are bad, choosing usually isn't the hard part. The hard part is accepting that you must choose the least bad choice.
- To get more choices, try letting go of dogma and ideology.
- When people suddenly renege on commitments, they could be just untrustworthy, or maybe somebody powerful ordered them to do it. Some people would let you believe the former before they would ever acknowledge the latter.
- You can't When I learn something that
I wish I had learned long
ago, I write it downsolve problems you don't realize you have.
- You can't use assets you don't realize you have.
- The Development orientation focuses on figuring out how to break the mold. The Operational orientation focuses on using the mold more perfectly.
- Creativity and Freedom are partners. You can't have much of one without help from the other.
- I've forgotten so many great ideas that I'm sure some must have been better than any idea I've pursued. So now when I get an idea I write it down (or type it in). Now if only I can figure out how not to lose what I've written down (or typed in)…
- Outsourcing risk management is risky. Something about having to live with the consequences of risks makes people better risk managers.
- The easiest way to offend somebody is to disparage something personal they can't change.
- If all you know is where you don't want to go, you'll get there faster.
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More articles on Personal, Team, and Organizational Effectiveness:
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- When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps
to determine your effectiveness and your stature during the meeting. Here are some tips for choosing
your seat strategically.
- Workplace Barn Raisings
- Until about 75 years ago, barn raising was a common custom in the rural United States. People came together
from all parts of the community to help construct one family's barn. Although the custom has largely
disappeared in rural communities, we can still benefit from the barn raising approach in problem-solving
- Teamwork Myths: I vs. We
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- Ethical Debate at Work: II
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toward wise outcomes.
- Listening to Ramblers
- Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners
can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility
Forthcoming issues of Point Lookout
- Coming May 29: Newtonian Blind Alleys: II
- Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum. Available here and by RSS on May 29.
- And on June 5: I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes. Available here and by RSS on June 5.
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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.