
A voltmeter, with a needle.
Many of us are engaged in an unending search for fresh, impactful ways to convey simple ideas. We use phrases, metaphors, and images that we believe few have heard or seen. For maximum impact, we must be the first, or among the first, to use them. But with use, their impact declines, until the phrases become trite. At that point, using them marks the users not as dynamic leaders, but as followers, unaware that the usage is now passé.
Here's Part II of a list of phrases that are no longer fresh. See "High Falutin' Goofy Talk," Point Lookout for November 13, 2002, for Part I.
- at the bleeding edge
- This is a pun on "leading edge." The leading edge of a field of knowledge is where we would find the latest or most up-to-date set of practices, tools, procedures, and so on. The bleeding edge is ahead of that, and consequently, riskier and perhaps less reliable. The term leading edge is probably a reference to the forward edge of an aircraft wing.
- Like most Many common business phrases
seem clever enough to repeat,
but some have been repeated so
often that they aren't worth repeatingmetaphors, this one was powerful once, and even funny at the level of a chuckle. It's now so overused that the funny has worn off. - it is what it is
- The meaning of this one is about equivalent to c'est la vie — that's Life, or that's the way it goes — older expressions that have served us well.
- Using this more recent form of c'est la vie was advantageous to the user when the new form was fresh. It drew positive attention, and emphasized the user's point. It's no longer fresh. C'est la vie.
- to move the needle
- This phrase is a metaphor for making a small change, one that just barely registers. The needle in question here is the needle of a meter on the display panel of a measurement instrument, such as a voltmeter, fuel gauge, or VU meter. To "move the needle" is to induce a change in the quantity being measured significant enough to cause the meter's needle to move. One speaks of moving the needle only when the changes are relatively small.
- Use of this phrase is increasing, but nevertheless, it's overused. Why not just describe the change as "small but noticeable" or "small but profound?"
- game-changer
- A game-changer is a new technology, strategy, proposal, team member — new something that alters how a situation will evolve. The term became popular in business in the 1990s, but it was first used in sports in 1982. [Safire 2008]
- The term game-changer is no longer fresh — no longer, um, a game-changer in meetings. Try transformative — it's more erudite.
- take it off line
- This phrase is a suggestion, request, or command to two or more people, usually in a meeting, to please continue their exchange at another time, not in the meeting. It was clever once, when most meetings were face-to-face. The users of the phrase were then able to convey the idea that most of their meetings, unlike the current one, were mediated electronically in one form or another. At the time, it indicated the user's elevated status or importance. Today, though, virtual meetings are common. To "take it off line" is now very often literally correct, and using it conveys no impression of elevated status.
- An alternative is asking, simply, "Can you suspend for now and continue after the meeting?"
Space doesn't permit a complete list of all phrases comprising high falutin' goofy talk. Watch for a future installment. First issue in this series
Top
Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Footnotes
Your comments are welcome
Would you like to see your comments posted here? rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and
found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Shooting Ourselves in the Feet
- When you give a demo to a small audience, there's a danger of overwhelming them in a behavior I call
"swarming." Here are some tips for terrific demos to small audiences.
How to Make Meetings Worth Attending
- Many of us spend seemingly endless hours in meetings that seem dull, ineffective, or even counterproductive.
Here are some insights to keep in mind that might help make meetings more worthwhile — and maybe
even fun.
The Paradox of Confidence
- Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence
of lesser ability. Recent research suggests that confidence and competence are inversely correlated.
If so, our assessments of credibility and competence are thrown into question.
The Retrospective Funding Problem
- If your organization regularly conducts project retrospectives, you're among the very fortunate. Many
organizations don't. But even among those that do, retrospectives are often underfunded, conducted by
amateurs, or too short. Often, key people "couldn't make it." We can do better than this.
What's stopping us?
Anticipating Absence: Passings
- In times more normal than ours, co-workers who pass on tend to do so one at a time. Disease or accidents
rarely strike many co-workers in the same week, month, or year. There are exceptions — 9/11 was
one such. This pandemic is another.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming April 2: Mitigating the Trauma of Being Laid Off
- Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.
And on April 9: Defining Workplace Bullying
- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick





Recommend this issue to a friend
Send an email message to a friend
rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
