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. Available here and by RSS on May 21.
And on May 28: 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. Available here and by RSS on May 28.
When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.
Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part III of a little catalog of suggestions for remote facilitators.
Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II of a little catalog of those problems, and some suggestions for addressing them.
Whoever facilitates your distributed meetings — whether a dedicated facilitator or the meeting chair — will discover quickly that remote facilitation presents special problems. Here's a little catalog of those problems, and some suggestions for addressing them.
Perhaps the most significant difference between face-to-face teams and virtual or distributed teams is their potential to develop from workgroups into true teams — an area in which virtual or distributed teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are sometimes goofy or dangerous, here's a look at how we make interpretations.
We spend a sizable chunk of time correcting each other. Some believe that we win points by being right, or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some thoughts to help you kick the habit.
You can find lots of tips for making meetings more effective — many at my own Web site. Most are directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
When we seek volunteers for specific, time-limited tasks, a common approach is just to ask the entire team at a meeting or teleconference. It's simple, but it carries risks. There are alternatives.
CEOs, board chairs, department heads and team leads of all kinds sometimes seek people to handle specific, time-limited tasks. Asking the group for volunteers works fine — usually. There are alternatives.
Unsolicited contributions to the work of one element of a large organization, by people from another, are often annoying to the recipients. Sometimes the contributors then feel rebuffed, insulted or frustrated. Toxic conflict can follow. We probably can't halt the flow of contributions, but we can convert it from a liability to a valuable asset.
Although the theory of incentives at work is changing rapidly, its goal generally remains helping employers obtain more output at lower cost. Here are some neglected effects that tend to limit the chances of achieving that goal.
Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common, we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.
Completism is the desire to create or acquire a complete set of something. In our personal lives, it drives collectors to pay high prices for rare items that "complete the set." In business it drives us to squander our resources in surprising ways.
Root Cause Analysis uses powerful tools for finding the sources of process problems. The approach has been so successful that it has become a way of thinking about organizational patterns. Yet, resolving organizational problems this way sometimes works — and sometimes fails. Why?
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.
You probably know many techniques for procrastinating, and use them regularly, but vociferously deny doing so. That's what makes this such a delicate subject that I've been delaying writing this article. Well, those days are over.
In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which we believe could be important someday soon. Here are some tips for making your parking lot process more effective.
To manage well, we need to know where we are, where we would like to be, and what we need to do to get there. Measurement can help us achieve our goals, by telling us where we are and how much progress we're making. But some things aren't measurable, and some measurement methods yield misleading results. How can we use measurement effectively?
Many project emergencies are actually the result of setbacks — negative progress. Sometimes these mishaps are unavoidable, but often they're the result of patterns of organizational culture. How can we reduce the incidence of setbacks?
The phrase "You get what you measure," has acquired the status of "truism." Yet many measurement-based initiatives have produced disappointing results. Here's Part III of an examination of the idea — a look at management's role in these surprises.
In the modern organization, it's common to have meetings in which some people have never met — and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need a program.
Although many believe that "You get what you measure," metrics-based management systems sometimes produce disappointing results. In this Part II, we look at the effects of employee behavior.
Most of what we know about person-to-person communication applies when levels of stress are low. But when stress is high, as it is in emergencies, we're more likely to make mistakes. Knowing those mistakes in advance can be helpful in avoiding them.
One of the "truisms" floating around is that "You get what you measure." Belief in this assertion has led many to a metrics-based style of management, but the results have been uneven at best. Why?
The terms we use at work to talk about practices, policies and procedures are serviceable, for the most part. But some of them carry connotations and hidden messages that undermine our larger purposes.
You've probably heard the slogan, "Do it right the first time." It makes sense for some kinds of work, but not for all. For more and more of the work done in modern organizations, doing it right the first time — or even trying to — might be the wrong way to go.
Sometimes, in conversation, we must change the subject, but we also do it to dominate, manipulate, or assert power. Subject changing — and controlling its use — can be important political skills.
Whether in small group discussions, large meetings, or chats between friends, changing the subject of the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary, devious or outright malicious. What techniques do we use to change the subject, and how can we cope with them?
Achieving your goals requires both passion and action. Knowing when to emphasize passion and when to emphasize action are the keys to managing yourself, or others, toward achievement.
When the job market eases for job seekers, we often see increases in job shifting, as people who've been biding their time make the jump. Typically, they're the people we most want to keep. How can we reduce this source of turnover?
When we have successes that surprise us, we do feel good, but beyond that, our reactions are sometimes self-defeating. What happens when we experience unanticipated success, and how can we handle it better?
You've just had some bad news at work, and you're angry or really upset. Maybe you feel like the target of a vicious insult or the victim of a serious injustice. You have work to do, and you want to respond, but you must first regain your composure. What can you do to calm down and start feeling better?
When a goal remains unaccomplished, we sometimes tell ourselves that we understand why. And sometimes we do. But at other times, we're just fooling ourselves.
Indirect communications are veiled, ambiguous, excessively diplomatic, or conveyed to people other than the actual target. We often use indirectness to avoid confrontation or to avoid dealing with conflict. It can be an expensive practice.
Your team is fortunate if you have even one teammate who regularly asks the questions that immediately halt discussions and save months of wasted effort. But even if you don't have someone like that, everyone can learn how to generate brilliant questions more often. Here's how.
Throughout the workday, we interact with each other on many levels. Some exchanges are so common and ritualized that we're no longer aware of them. If we revise these rituals slightly, we can add some zing to our lives.
In group discussion or group problem solving, many of us focus on being the first one to provide the answer. The right answer can be good; but often, the right question can be better.
The roots of both creative and destructive conflict can often be traced to the differing assumptions of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool called the Johari window.
The roots of both creative and destructive conflict can often be traced to differing assumptions of the parties to the conflict. Working out these differences is a lot easier when we know what everyone's assumptions are.
We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving before everyone is even aware of the problem. Here's how to prevent premature solution.
Once you find a task that you can tackle as a "barn raising," your work is just beginning. Planning and organizing the work is in many ways the hard part.
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 organizations.
Keeping a journal about your work can change how you work. You can record why you did what you did, and why you didn't do what you didn't. You can record what you saw and what you only thought you saw. And when you read the older entries, you can see patterns you might never have noticed any other way.
Up and down the org chart, you can find bits of business wisdom about motivating people. We generally believe these theories without question. How many of them are true? How many are myths? What are some of these myths and why do they persist?
When a team works to solve a problem, it is the people of that team who do the work. Remembering that we're all people — and all different people — is an important key to success.
Ever had one of those forehead-slapping moments when someone explained something, or you suddenly realized something? They usually involve some idea or insight that would have saved you much pain, trouble and heartache, if only you had known.
Have you ever regretted saying something that you wouldn't have said if only you had known just one more little fact? Yeah, me too. We all have. Here are some tips for dealing with this sticky situation.
It goes by various names — self-talk, inner dialog, or internal conversation. Because it is so often disorganized and illogical, I like to call it inner babble. But whatever you call it, it's often misleading, distracting and unhelpful. How can you recognize inner babble?
There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned recently when I temporarily lost some of my independence.
It's time we all began to take seriously the warning about a possible influenza pandemic. Whether or not your organization has a plan, you can do much to reduce your own chances of infection, and the chances of mass infection, by adopting a set of practices known as social distancing.
In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual interest. These working sessions are a mix of problem solving and negotiation. People who are masters of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.
Look around your office. Look around your home. Very likely, some of your belongings are useless and provide neither enjoyment nor cause for contemplation. Where does this stuff come from? Why can't we get rid of it?
Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why didn't I think of this before?" What causes these moments? How can we make them happen sooner?
Under stress, we sometimes make choices that we later regret. And we wonder, "Will I ever learn?" Fortunately, the problem usually isn't a failure to learn. Changing just takes practice.
At times it seems that nothing works. Whenever we try to get moving, we encounter obstacles. If we try to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?
Much of the work we do happens outside the context of a team. We collaborate with people in other departments, other divisions, and other companies. When these collaborators are reluctant, resistive, or recalcitrant, what can we do?
I have good news and bad news. The bad news is that if you wait long enough, there will be some bad news. The good news is that the good news helps us deal with the bad news. And it helps a lot more if we get the bad news first.
When things go badly, many of us experience stress, and we might indulge various appetites in harmful ways. Some of us say things like "My boss is driving me nuts," or "She made me so angry." These explanations are rarely legitimate.
Your point of view — or reference frame — affects what you see, and how you experience the world around you. By choosing a reference frame consciously, you can see things differently, and open a universe of new choices.
Sometimes problem-solving sessions are difficult because we get started solving a problem before we know what problem we're solving. Understanding the connection between stakeholders, problem solving and problem defining can reduce conflict and produce better solutions.
Most of us follow paths through our careers, or through life. We get nervous when we're off the path. We feel better when we're doing what everyone else is doing. But is that sensible?
Groups that can't even agree on what to do can often find themselves debating about how to do it. Here are some simple things to remember to help you focus on defining the goal.
Where do the days go? How can it be that we spend eight, ten or twelve hours at work each day and get so little done? To find more time, focus on strategy.
Where do the days go? How can it be that we spend eight, ten or twelve hours at work each day and get so little done? To recover time, limit the fragmentation of your day. Here are some tips for structuring your working day in larger chunks.
Participating in or managing a virtual team presents special communications challenges. Here's Part III of some guidelines for communicating with members of virtual teams.
Participating in or managing a virtual team presents special communications challenges. Here's Part II of some guidelines for communicating with members of virtual teams.
Participating in or managing a virtual team presents special communications challenges. Here are some guidelines for communicating with members of virtual teams.
Most of us have participated in group decision-making. The process can be frustrating and painful, but it can also be thrilling. What processes do groups use to make decisions?
Most of us have participated in group decision-making. The process can be frustrating and painful, but it can also be thrilling. What processes do groups use to make decisions? How do we choose the right process for the job?
Do you have some little secret tricks you use that make you and your team more effective? Do you wish you could know what secret tricks others have? Here's a way to share your secrets without risk.
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.
Here's part two of a list of films and videos about project teams that weren't necessarily meant to be about project teams. Most are available to borrow from the public library, and all are great fun.
Here's part one of a list of films and videos about project teams that weren't necessarily meant to be about project teams. Most are available to borrow from the public library, and all are great fun.
Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have some kind of power over you. What do they look for? What are the key elements of an effective pitch? What does it take to Persuade Power?
Whether you're a CEO appealing to your Board of Directors, your stockholders or regulators, or a project champion appealing to a senior manager, you have to "sell uphill" from time to time. Persuading decision-makers who have some kind of power over us is a challenging task. How can we prepare the way for success now and in the future?
Team-building is one of the most common forms of team "training." If only it were the most effective, we'd be in a lot better shape than we are. How can we get more out of the effort we spend building teams?
In meetings, where you sit in the room influences your effectiveness, both in the formal part of the meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your choice strategically, you can better maintain your autonomy and power.
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.
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?
When we steer the discussion away from issues to attack the credibility, motives or character of our debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical, and it leads to bad, expensive decisions that we'll probably regret.
What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the latest thinking about designing teams for extended space exploration.
Politicians know that answering hypothetical questions is dangerous, but it's equally dangerous for managers and project managers to answer them in the project context. What's the problem? Why should you be careful of the "What If?"
Most of us feel recognized, respected and acknowledged when others use our names. And many of us have difficulty remembering the names of others, especially those we don't know well. How can we get better at connecting names and faces?
If you tell people "I want no surprises," prepare for disappointment. For the kind of work that most of us do, surprises are inevitable. Still, there's some core of useful meaning in "I want no surprises," and if we think about it carefully, we can get what we really need.
Nearly everyone complains that email is a time waster. Yet much of the problem results from our own actions. Here's Part III of a little catalog of things we do that help waste our time.
Nearly everyone complains that email is a time waster. Yet much of the problem results from our own actions. Here's Part II of a little catalog of things we do that help waste our time.
Often, we focus our awareness where we aren't or when we aren't. Whether we're in a heated meeting, or blowing out the candles of a birthday cake, being fully present can make our experiences more positive and memorable. Why are we so often someplace else? When we are, how can we come back? Or better, how can we stay fully present when we want to?
Nearly everyone I know complains that email is a time waster. Yet much of the problem results from our own actions. If you're looking around for some New Year's resolutions to make, here are some ideas, in this Part I of a little catalog of things we do that help waste our time.
When we ask for help, from peers or from those with organizational power, we have some choices. How we go about it can determine whether we get the help we need, in time for the help to help.
Sometimes we get in over our heads — too much work, work we don't understand, or even complex politics. We can ask for help, but we often forget that we can. Even when we remember, we sometimes hold back. Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier?
Getting to the truth can be a difficult task for managers. People sometimes withhold, spin or slant reports, especially when the implications are uncomfortable or threatening. A culture that supports truth telling can be an organization's most valuable asset.
Many of us own books on time management. Here are five tips on time management for those of us who don't have time to read the time management books we've already bought.
When we notice similarities between events, or possible patterns of events, we often attribute meaning to them beyond what we can prove. Sometimes we guess right, and sometimes not. How can we improve our guesses?
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.
Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't recognize all the possibilities — they're happiest when choosing is easy. When we notice this happening, what can we do about it?
Sometimes our own desire not to have choices prevents us from finding creative solutions. Life can be simpler (if less rich) when we have no choices to make. Why do we accept the same tired solutions, and how can we tell when we're doing it?
Most of us get too much email. Some is spam, but even if we figured out how to eliminate spam, most would still agree that we get too much email. What's happening? And what can we do about it?
Whether we belong to a small project team or to an executive team, we have limited resources and seemingly unlimited problems to deal with. How do we decide which problems are important? How do we decide where to focus our attention first?
Age discrimination runs deep, well beyond the hiring decision. When we value each other on the basis of age, we can deprive ourselves and our companies of the treasures we all have to offer.
In tough negotiations, when attempts to resolve differences have failed, we sometimes conclude that "they've made up their minds," but other explanations abound. Keeping an open mind about why other people seem to have closed theirs can help us find a resolution.
When we receive messages of disapproval, we sometimes feel bad. And when we do, it can help to remember that we have the freedom to decide whether or not to accept the messages we receive.
When we notice patterns or coincidences, we draw conclusions about things we can't or didn't directly observe. Sometimes the conclusions are right, and sometimes not. When they're not, organizations, careers and people can suffer. To be right more often, we must master critical thinking.
We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part IV of a little catalog of some of our favorites, and what we could do about them.
Rumors about organizational intentions or expectations can depress productivity. Even when they're factually false, rumors can be so powerful that they sometimes produce the results they predict. How can we manage organizational rumors?
We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part III of a little catalog of some of our favorites, and what we could do about them.
As a way of managing risk, we sometimes steer our organizations towards commercial off-the-shelf (COTS) components, methodologies, designs and processes. But to gain a competitive edge, we need creative differentiation.
Sometimes companies or projects get into trouble, and "fires" erupt one after another. When this happens, we say we're in "firefighting" mode. But it's more than a metaphor — we have a lot to learn from wildland firefighters.
We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part II of a little catalog of some of our favorites, and what we could do about them.
We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part I of a little catalog of some of our favorites, and what we can do about them.
You're chairing a meeting, and to your dismay, things get out of hand. People interrupt each other so often that nobody can complete a thought, and some people dominate the meeting. What can you do?
We use meetings to exchange information and to explore complex issues. In open discussion, we tend to interrupt each other. Interruptions can be disruptive, distracting, funny, essential, and frustratingly common. What can we do to limit interruptions without depriving ourselves of their benefits?
When an organization is experiencing problems with conflict, "pushback," or "blowback," managers often hire trainers to present programs on helpful topics. But self-diagnosis can be risky. Often, there are more direct and focused options that can help more and cost less.
When a project team hits a speed bump, it often learns that it had all the information it needed to avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering this kind of knowledge more systematically.
Sometimes we misinterpret the messages we receive — what we see or hear. It's frustrating, and tempers can flare on both sides. But if we keep in mind two ideas, we can reduce the effects of message mismatches.
When a group decides to take an action that nobody agrees with, but which no one is willing to question, we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.
Business speech and business writing are sometimes little more than high falutin' goofy talk, filled with pretentious, overused images and puff phrases of unknown meaning. Here are some phrases that are so common that we barely notice them.
How much of the time and energy you spend in meetings goes to finding the best way? or a better way? It's of questionable value unless you first agree on what you mean by "better" or "best."
When you face obstacles, sometimes the path around or through them is difficult. Committing yourself to the path lets you focus all your energy on the path you've chosen.
The Hawthorne Effect appears when we measure employee attitudes or behavior — when people know they're being measured, they modify their behavior. How can we measure attitudes with a minimum of distortion from the Hawthorne Effect?
Serendipity in project management is rare, in part, because we're under too much pressure to see it. If we can reduce the pressure, wonderful things happen.
Renewal is a time to step out of your usual routine and re-energize. We find renewal in weekends, vacations, days off, even in a special evening or hour in the midst of our usual pattern. Renewal provides perspective. It's a climb to the mountaintop to see if we're heading in the right direction.
If you like to browse in bookstores, you probably know the thrill of new ideas and new perspectives. When I find a book worth reading, I want to own it, and that's how it gets to my shelf. Here are some tips to help you read more of what you really want to read.
When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets, rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
Today we use data as a management tool. We store, recall and process data about our operations to help us manage resources and processes. But this kind of management data is often scattered, out of date or just plain incorrect, and taking a snapshot doesn't work. There is a better way.
Some people believe that senior management is actually trying to hurt their company by downsizing. If they are they're doing a pretty bad job of it. Here's a handy checklist for evaluating the performance of your company's downsizers.
A doorknob disclosure is an uncomfortable, painful or embarrassing revelation offered at the end of a meeting or conversation, usually by someone who's about to exit. When we learn about bad news in this way, we can feel frustrated and trapped. How can we respond effectively?
Sometimes, the clichés the losing team's players feed to sports reporters can have hidden meaning. So it is with Project Status Reports, especially for projects in trouble.
When the phone rings, do you drop whatever you're doing to answer it? Do you interrupt face-to-face conversations with live people to respond to the jerk of your cellular leash? Listen to seemingly endless queues of voicemail messages? Here are some reminders of the choices we sometimes forget we have.
Most companies have employee cafeterias, with the usual not-much-better-than-high-school food service. By upgrading — and subsidizing — food service, these companies can reduce turnover and improve productivity dramatically.
Not long ago, Mastodons roamed North America in large numbers. Cousins to the elephant, they thrived in the cool, sub-glacial climate. But the climate warmed, and human hunters arrived. The Mastodon couldn't adapt, and now it's extinct. Change is now coming to your profession. Can you adapt?
Although cubicles do provide facility cost savings compared with walled offices, they do so at the price of product development delays and increased product development costs. Decisions of facilities planners can have dramatic project schedule impact.
When an important item remains on our To-Do list for a long time, it's possible that we've found ways to avoid facing it. Some of the ways we do this are so clever that we may be unaware of them. Here's a collection of techniques we use to avoid engaging difficult problems.
Our plans, products and processes are often awkward, bulky and complex. They lack a certain spiritual quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make things so complicated?
If you lead an organization, and people are mired in meeting madness, you can end it. Here are a few tips that can free everyone to finally get some work done.
As a leader you carry a heavy burden. You're accountable for everything from employee development to meeting organizational objectives, and many of these responsibilities conflict. Life is tough enough, but most of us pile on a load of over-generalized rules of work life — a load too heavy for anyone to bear.
Since we spend so much of our waking lives in our offices, it's surprising how few of us take control of our immediate surroundings. If you do — if you make your space uniquely yours — you'll feel better about the time you spend at work.
If your job responsibilities sometimes require that you tell powerful people that they must do something differently, you could find yourself in danger from time to time. You can learn a lot from tugboat captains.
Some people in your organization have done really outstanding work. You want to recognize that work, but the budget is so small that anything you could do would be insulting. What can you do? Express your Appreciation and Trust.
At any time, without warning, you can find yourself in a meeting that boils over. Sometimes tempers rise, then voices rise, and then people yell and scream. What can a team do when meetings threaten to boil over — and when they do?
Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive dialog, and even for thought. What can we do about PowerPoint abuse?
Unless you execute all your action items immediately, they probably end up on your To-Do list. Since they're a source of stress, you'll feel better if you can find a way to avoid acquiring them. Having a Not-To-Do list reminds you that some things are really not your problem.
If your boss is a micromanager, your life can be a seemingly endless misery of humiliation and frustration. Changing your boss is one possible solution, but it's unlikely to succeed. What you can do is change the way you experience the micromanagement.
I recently upgraded my email program to a new version that "monitors messages for offensive text." It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend to set people off. Here's a little catalog.
Elise slowly walked back to her office, beaten. Her supervisor, Alton, had just given Elise her performance review — her third consecutive "meets expectations." No point now to her strategy of giving 120% to turn it all around. She is living a part of the Pygmalion Effect, and she's about to experience the Pygmalion Side Effects.
Your boss's comments about your work can make your day — or break it. When you experience a comment as negative or hurtful, you might become angry, defensive, withdrawn, or even shut down. When that happens, you're not at your best. What can you do if your boss seems intent on making every day a misery?
The foundation of any team meeting is its agenda. A crisply focused agenda can make the difference between a long, painful affair and finishing early. If you're the meeting organizer, develop and manage the agenda for maximum effectiveness.
As Glen rounded the corner behind the old oak, entering the last mile of his morning run, he suddenly realized that he was thinking about picking up the dry cleaning tomorrow and changing his medical appointment. Physically, he was jogging in a park, but mentally, he was running in a squirrel cage. How does this happen? What can we do about it?
When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else, that's a recipe for trouble.
Dramatic changes in policy or procedure are often challenging, especially when they have some boneheaded components. But by accepting them, by anticipating what you can, and by applying Pareto's principle, you can usually find a safe path that suits you.
Lifelong learners use a variety of approaches, usually relying heavily on reading. Reading works well for some ideas and techniques, especially for those with limited emotional content. For adding other skills and perceptions, consider a personal coach.
Team interactions are unimaginably complex. To avoid misunderstandings, offenses, omissions and mistaken suppositions, teams need open communications. But no one has a full picture of everything that's happening. The Temperature Reading is a tool for surfacing hidden and invisible information, puzzles, appreciations, frustrations and feelings.
You probably commute to work. On a good day, you spend anywhere from ten minutes to an hour or two — each way — commuting. What kind of experience are you having? Taking control of this part of your life can make a real difference.
Perhaps you've achieved every goal you've ever set yourself, but if you're like most of us, some important goals have remained elusive. Maybe you had bad luck, or you weren't in the right place at the right time. But it's just possible that you got in your own way. Getting out of your own way can help make things happen.
Filling out time cards may seem maddeningly trivial, but the data they collect can be critically important to project managers. Why is it so important? And what does an effective, yet minimally intrusive time reporting system look like?
Collaborations can be very productive. There are some traps though, especially when the collaborators are of different rank, with the partner of lower rank reporting to a peer of the other. Here are some tips for preventing conflict in diagonal collaborations.
Not only was the meeting running over, but it now seemed that the entire far end of the table was having its own meeting. Why are some meetings like this?
In group problem solving, diversity of opinion and healthy, reasoned debate ensure that our conclusions take into account all the difficulties we can anticipate. Lock-step thinking — and limited debate — expose us to the risk of unanticipated risk.
If you're feeling overwhelmed by all the items on your To-Do list, and if you start on one only to realize that you have to tackle three more you didn't know about before you can finish that one, you could be experiencing the Zebra Effect.
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008! Check it out!
Are you fed up with tense, explosive meetings? Are you or a colleague targets of a bully? Read 101 Tips for Managing Conflict to learn how to make peace with conflict. Check it out!
Are your projects 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 & techniques for organizational leaders. Check it out!
Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
Save a bundle and even more important save time! Order the Combo Package and download all 21 ebooks and tips books at once, for one low price of USD 161.95 vs. USD 317.97, a savings of over 49% compared to ordering them separately.
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
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Coming May 21: Learning
And on May 28: Managing Risk Revision
Organizational Loss: Searching Behavior
Remote Facilitation in Synchronous Contexts: Part III
Remote Facilitation in Synchronous Contexts: Part II
Remote Facilitation in Synchronous Contexts: Part I
TINOs: Teams in Name Only
Making Meaning
Towards More Gracious Disagreement
Our Last Meeting Together
Tactics for Asking for Volunteers: Part II
Tactics for Asking for Volunteers: Part I
Annoyance to Asset
Healthy Practices
Illusory Incentives
Virtual Conflict
Completism
Some Limits of Root Cause Analysis
The Good, the Bad, and the Complicated
How to Procrastinate
Using the Parking Lot
What Measurements Work Well?
Dealing with Negative Progress
Ten Reasons Why You Don't Always Get What You Measure: Part III
Have a Program, Not Just an Agenda
Ten Reasons Why You Don't Always Get What You Measure: Part II
When Stress Strikes
Ten Reasons Why You Don't Always Get What You Measure: Part I
Troublesome Terminology
Trying to Do It Right the First Time Isn't Always Best
Changing the Subject: Part II
Changing the Subject: Part I
Achieving Goals: Inspiring Passion and Action
Retention
Astonishing Successes
An Emergency Toolkit
Excuses, Excuses
The True Costs of Indirectness
Asking Brilliant Questions
Let's Revise Our Rituals
What Makes a Good Question?
Assumptions and the Johari Window: Part II
The Solving Lamp Is Lit
Organizing a Barn Raising
Working Journals
We Are All People
If Only I Had Known: Part II
Inner Babble
My Right Foot
Social Distancing for Pandemic Flu
Problem-Solving Ambassadors
How Not to Accumulate Junk
The Shower Effect: Sudden Insights
In the Groove
Dealing with Deadlock
Recalcitrant Collaborators
Give Me the Bad News First
My Boss Is Driving Me Nuts
FedEx, Flocks and Frames of Reference
Bonuses
Problem Defining and Problem Solving
Paths
Knowing Where You're Going
Recovering Time: Part II
Working Lunches
Recovering Time: Part I
Virtual Communications: Part III
Virtual Communications: Part II
Virtual Communications: Part I
Obstacles to Compromise
Decisions, Decisions: Part II
Decisions, Decisions: Part I
Personal Trade Secrets
How to Make Meetings Worth Attending
Films Not About Project Teams: Part II
Films Not About Project Teams: Part I
Selling Uphill: The Pitch
Selling Uphill: Before and After
Team Thrills
Team-Building Travails
Take Any Seat: Part II
Take Any Seat: Part I
Give It Your All
Mudfights
Who Would You Take With You to Mars?
The Hypothetical Trap
Names and Faces
No Surprises
Email Antics: Part III
Email Antics: Part II
Appreciate the Moment
Email Antics: Part I
Help for Asking for Help
When We Need a Little Help
Encourage Truth Telling
Coincidences Do Happen
Choices for Widening Choices
Poverty of Choice by Choice
Emailstorming
Figuring Out What to Do First
Enjoy Every Part of the Clam
When You Think They've Made Up Their Minds
A Message Is Only a Message
Critical Thinking and Midnight Pizza
Games for Meetings: Part IV
There Is No Rumor Mill
Games for Meetings: Part III
Some Costs of COTS
Organizational Firefighting
Games for Meetings: Part II
Games for Meetings: Part I
Discussus Interruptus
Let Me Finish, Please
Please Remove My Appendix
What Haven't I Told You?
Message Mismatches
Trips to Abilene
High Falutin' Goofy Talk
Holey Grails
Getting Around Hawthorne
Make Space for Serendipity
Renewal
Smart Bookshelves
Should I Keep Bailing or Start Plugging the Leaks?
Snapshots of Squirming Subjects
Double Your Downsizing Damage
Doorknob Disclosures and Bye-Bye Bombshells
Status-Report as a Second Language
At the Sound of the Tone, Hang Up
Learn from the Mastodon
The True Costs of Cubicles
How We Avoid Making Decisions
Abraham, Mark and Henny
Mastering Meeting Madness
Heavy Burdens: Should, Always, Must and Never
Own Your Space
Become a Tugboat Captain
Express Your Appreciation and Trust
When Meetings Boil Over
Think Before You PowerPoint
Keep a Not-To-Do List
When Your Boss Is a Micromanager
Dangerous Phrases
Pygmalion Side Effects: Bowling a Strike
When Your Boss Attacks Your Self-Esteem
First Aid for Painful Meetings
Running Your Personal Squirrel Cage
The Mind Reading Trap
Don't Worry, Anticipate!
Coaching and Haircuts
Take Regular Temperature Readings
Enjoy Your Commute
Corrales Mentales
Diagonal Collaborations: Dazzling or Dangerous?
The Shape of the Table
Appreciate Differences
The Zebra Effect
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008! Check it out!
Are you fed up with tense, explosive meetings? Are you or a colleague targets of a bully? Read 101 Tips for Managing Conflict to learn how to make peace with conflict. Check it out!
Are your projects 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 & techniques for organizational leaders. Check it out!
Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
Save a bundle and even more important save time! Order the Combo Package and download all 21 ebooks and tips books at once, for one low price of USD 161.95 vs. USD 317.97, a savings of over 49% compared to ordering them separately.
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
