Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 9, Issue 11;   March 18, 2009: Pet Peeves About Work

Pet Peeves About Work

by

Everybody has pet peeves about work. Here's a collection drawn from my own life, the lives of others, and my vivid imagination.
A speakerphone of a type in common use for teleconferences

A speakerphone of a type in common use for teleconferences. Some speakerphones, and some telephone connections, are half-duplex. That is, they permit transmission in only one direction at a time. Half-duplex facilities usually work just fine, but when someone is speaking, and one of the listeners wants to interrupt, the connection prohibits the interruption. Conversations over such connections are extremely frustrating.

I hate:

  • …that when you fall asleep on your keyboard, your face gets quilted.
  • …that my keyboard isn't drool-proof.
  • …that I can no longer see what's going on behind me because my new monitor has a no-glare screen.
  • …that there isn't any part of my monitor to clip my bicycle mirror to, and people laugh at me when I wear my helmet at work.
  • …that the woman from QA always interrupts me whenever I'm interrupting her.
  • …speakerphones that won't let you interrupt while someone at the other end is talking.
  • …that Windows crashes so often.
  • …that Windows doesn't crash often enough to be a reliable excuse for anything.
  • …that when you set the cell phones they give us on vibrate, you can still hear them.
  • …that my boss gives me bad advice that I have to follow.
  • …that when I follow my boss's bad advice and the thing implodes, it's my fault.
  • …that when someone calls me on a bad cell phone connection from under the airport public address system, I have to make up both ends of the conversation.
  • …that to tell whether the sun is shining I have to badge out.
  • …that nobody knows what business casual really means.
  • …that meetings start and end on the hour, with no time in between, so all our meetings start late.
  • …that I get more email than I can possibly read. If anyone really wants to reach me, they text me.
  • I hate that nobody knows
    what business casual
    really means
    …that I get more text messages that I can possibly read. If anyone really wants to reach me, they call me.
  • …that I get more voicemail than I can possibly listen to. If anyone really wants to reach me, they send me email.
  • …when they change a procedure nobody ever actually followed to some new, more complicated procedure that nobody will ever actually follow.
  • …when people CC me so I'll know that one of my direct reports screwed up again. Do they think I don't already know?
  • …when my boss tells me what she firmly believes, then asks for my honest opinion.
  • …that our whiteboard markers are always dry. I think they must come that way out of the box.
  • …when someone puts me on speaker and it's just us on the call, I know they're doing something with their hands but I can't imagine what.
  • …when I have to drop the 17 things I'm doing to get training in managing multiple tasks.
  • …when a drop dead showstopper problem that I've been busting my tail to resolve for three weeks is suddenly reclassified as noncritical just after I fix it.

I'm sure you have some pet peeves of your own. Don't send them to me. I hate that. (just kidding) Go to top Top  Next issue: Coping with Layoff Survival  Next Issue

52 Tips for Leaders of Project-Oriented OrganizationsAre 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!

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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:

The giant sequoiaThe Good, the Bad, and the Complicated
In fiction and movies, the world is often simple. There's a protagonist, a goal, and a series of obstacles. The protagonists and goals are good, and the obstacles are bad. Real life is more complicated.
Artist's drawing of a pterosaurLearning
What have you learned today? What has enriched you, changed your understanding of the world, or given you a new view of history or the future? Learning something new every day is a worthy goal.
One site auditing a virtual presentationVirtual Presentations
Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations, often augmented with video or graphics. Delivering these virtual presentations effectively requires an approach tailored to the medium.
Albert Einstein playing his violin on his 50th birthday in 1929The Perils of Piecemeal Analysis: Content
A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion, the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.
Still Life with Chair-Caning, by PicassoSolutions as Found Art
Examining the most innovative solutions we've developed for difficult problems, we often find that they aren't purely new. Many contain pieces of familiar ideas and techniques combined together in new ways. Accepting this as a starting point can change our approach to problem solving.

See also Personal, Team, and Organizational Effectiveness and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Old books, the standard symbol of knowledgeComing April 17: How to Answer When You Don't Know How to Answer
People engaged in knowledge work must often respond to questions that test the limits of their knowledge, or the limits of everyone's knowledge. Responding effectively to such questions advances us all. Available here and by RSS on April 17.
Three gears in a configuration that's inherently locked upAnd on April 24: Antipatterns for Time-Constrained Communication: 1
Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.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:

Reprinting this article

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

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.