Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 4, Issue 20;   May 19, 2004: Give It Your All

Give It Your All

by

If you have the time and resources to read this, you probably have a pretty good situation, or you have what it takes to be looking for one. In many ways, you're one of the fortunate few. Are you making the most of the wonderful things you have? Are you giving it your all?

As the escalator crested to the second floor of the convention center, Ken stepped off and headed straight for the cluster of armchairs off to the right. Relieved, he sat and looked at his watch: 30 minutes to midnight. 'No wonder I'm beat,' he thought. And then, 'What am I doing here? Working crazy hours to make Warner look good? It isn't worth it anymore.'

Because people are
perceptive, the truth
does get out, and
giving it your all
is almost always
a great choice
Just then he saw Peter hop off the escalator and start to make the turn to go up to Three. Spotting Ken by the window, Peter brightened, changed course and headed over to say hello, motioning to the woman behind him to follow.

"Gina, meet Ken Mersereau, Diamond Square. Ken, Gina Chang."

Ken stood and smiled. "Ah, yes, I attended your talk," Ken said as they shook hands. "Enjoyed it."

"Ken Mersereau…" Gina began, "…so you're the one who makes Warner look so good."

Chair clusterKen was stunned. He didn't think anyone knew. "Well, I try, but that really isn't my main goal," he said. Suddenly he was glad that he'd decided to give it his all.

Holding back because you work for a credit thief is probably not your best strategy. Because people are perceptive, the truth does get out, and giving it your all is almost always a great choice. Here are three things to keep in mind as you decide how much of yourself to throw into a job.

Don't hold back to get even
Restraining yourself because of past or current injustice only confirms the (incorrect) low opinion others have of you. If you aren't appreciated, address the problem directly with the offenders. If that's impossible or if it fails, either do your job the best you can, or find another. Doing your job half-heartedly hurts you more than anyone else.
Work for yourself first
Praise or even adulation from others makes most of us feel good, but feeling wonderful yourself about the job you're doing is even better. Practice self-appreciation until you get really good at it. You'll probably find that appreciating yourself for something feels hollow unless you've given it your all.
Give only what you've got
Giving more than you've got isn't giving your all — it's giving what's not yours. You could be stealing from yourself, when you give up your time off; from your loved ones, when you deprive them of your full Self; or from colleagues, when you take unethical shortcuts.

When you give it your all (and only your all), a wonderful thing happens. You feel the peace that comes from knowing that this planet is a better place for your having lived on it. Go to top Top  Next issue: Take Any Seat: I  Next Issue

For more on achieving and inspiring goals, see "Corrales Mentales," Point Lookout for July 4, 2001; "Commitment Makes It Easier," Point Lookout for October 16, 2002; "Beyond WIIFM," Point Lookout for August 13, 2003; "Your Wishing Wand," Point Lookout for October 8, 2003; "Knowing Where You're Going," Point Lookout for April 20, 2005; "Workplace Myths: Motivating People," Point Lookout for July 19, 2006; "Astonishing Successes," Point Lookout for January 31, 2007; and "Achieving Goals: Inspiring Passion and Action," Point Lookout for February 14, 2007.

Go For It: Sometimes It's Easier If You RunLove the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

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Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

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