General rules are usually helpful, because they simplify life. But when we accept them uncritically, and apply them unquestioningly, we risk eliminating valuable choices that, if exercised, could transform our lives for the better. Here's a small collection of workplace maxims that too many of us are a little too willing to accept as true.
- If it worked there, it will work here.
- If it didn't work here, we did something wrong when we tried it.
- If you read it in a book, it must be true.
- The value of a consultant's advice is proportional to the consultant's fee.
- If it's logical, and internally consistent, it will work.
- People always pad their estimates. Never give them what they ask for.
- Working smarter is easy. That's why we tell people to work smarter not harder.
- Managers are people who couldn't hack it doing real work.
- Executives are people who couldn't hack it as managers.
- The cure for our financial problems isn't better products, or more revenue, or new investment, or training people, or listening to customers — it's reducing expenses.
- Making people compete for bonuses, raises, perks, honors, or promotions won't hurt our efforts to create high-performance teams.
- How we dress is at least as important as what we do.
- Anyone's total output is proportional to the hours they work.
- To increase productivity, don't let people use company facilities for private purposes.
- Much of what we accept
uncritically as true,
just isn'tI have a right to appropriate company resources for my own ends.
- With the right technology, we can go paperless.
- We don't need people to deliver training — computer based training works just fine.
- The cause of our problems is (pick your favorite): incompetent managers, overpaid consultants, government regulation, foreign competition, unions, lazy workforce, …
- Eliminating theft is so important that the cost of controlling it doesn't matter.
- The typical female executive and the typical male executive manage altogether differently.
- Male (female) executives are more ruthless than female (male) executives.
- Workplace violence will never happen here.
- People who play politics don't really have anything of value to offer.
- The best person to hire for this job is someone who has done it before.
- People can get so angry that they "snap," like twigs bent too far.
- Meetings are almost always a waste.
- The only way to keep us all up to date is a weekly meeting.
- Organized people are more effective.
- Messy desk, messy mind.
- Share price is a valid measure of the company's health.
- Significant innovation always requires a visionary champion.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
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More articles on Workplace Politics:
- How to Get a Promotion: the Inside Stuff
- Do you think you're overdue for a promotion? Many of us are, but are you doing all you can to make it
happen? Start with a focus on you.
- Managing Risk Revision
- Prudent risk management begins by accepting the possibility that unpleasant events might actually happen.
But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch
resources by revising or denying risks. Here's a tactic for managing risk revision.
- The Perils of Limited Agreement
- When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement
is constructive, but there are risks. What are those risks and what can we do about them?
- Problem Displacement and Technical Debt
- The term problem displacement describes situations in which solving one problem creates another.
It sometimes leads to incurring technical debt. How? What can we do about it?
- Problem Displacement by Intention
- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement
has occurred. Sometimes it's intentional.
Forthcoming issues of Point Lookout
- Coming May 24: Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can affect our ability to meet deadlines. How can communication help us get what we need from unresponsive suppliers? Available here and by RSS on May 24.
- And on May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengYnpuqTiSsKvFWNEner@ChacftzXXVKLtCuJSRjMoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Changing How We Change: The Essence of Agility
- Mastery of the ability to adapt to unpredictable and changing
circumstances is one way of understanding the success of Agile methodologies for product development.
Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena.
By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and
portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development
to efforts of all kinds. Read more about this program.
Here's an upcoming date for this program:
- Holiday Inn I-64 West End,
2000 Staples Mill Road, Richmond, VA 23230: May 17,
Monthly Meeting, Central Virginia Chapter of The Project Management Institute. Register now.
- Holiday Inn I-64 West End, 2000 Staples Mill Road, Richmond, VA 23230: May 17, Monthly Meeting, Central Virginia Chapter of The Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- 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. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.