Gems from Past Issues
of Point Lookout

Integrating partial, seemingly harmless, information from multiple sources into a useful whole is an effective technique of industrial espionage. "Just curious" is rarely a reasonable justification for inquiries about details. More

Robert's Rules are too much baggage for any group with fewer people than the number of rules in Robert's Rules. More

Next time your team is stuck, treat them to a breakfast of flapjacks. Tell them the story of bois sec and watch what happens. More

When apologizing, take 100% of the responsibility for your own actions. Allocating responsibility to others defeats the purpose of the apology. More

Shotgun messaging is the practice of sending an email message to anyone who might be even tangentially interested. Send email only to people who need to see it. More

We promote in place because we want to keep good people by aligning status, title and compensation with value delivered. Increasing the value you deliver makes the promotion decision easier. More

Ask not "When will it be ready?" Ask, "When is there a 95% probability that it will be ready?" More

Usually, we have time for research, detailed discussion, and consensus decision-making. In emergencies, we don't. Time works against us. Have special procedures for "condition red." More

When there's little new to demonstrate, project leaders sometimes resort to words to convey a sense of progress. A better approach: reschedule to provide something useful as soon as possible. More

When deftly used by illicit seekers of information, flirtation, flattery and romance are especially effective with those who are vulnerable or na•ve. More

Some email messages are meant to hurt, and some are hurtful by accident. The trouble is that you can't always tell which is which. More

People whose jobs haven't been outsourced might believe that they haven't been outsourced yet. If you're outsourcing, watch out for "bright flight." More

A nanomanager sees no need to recognize contributions of subordinates, since there aren't any. More

If your boss's poor performance has degraded your own performance in the past, take it into account when you make new promises. Set realistic expectations of what and when you can deliver. More

Sometimes, simply stepping out of the way works. Usually, if you just let people do their jobs, and let them make some mistakes, you'll be delighted with the results. More

Many project goals are too aggressive — the organization might lack the skills or resources required. Review all activities to find overly ambitious efforts. More

When one listener looks at another with a heavy-lidded glance, and possibly a tilt of the head, the message is "Give me a break," or "She's gotta be kidding." More

Shortcomings in accounting systems insulate problem-solvers from the problems they dump on others. Don't rely on accounts to measure the impact of changes. More

The only way to keep us all up to date is a weekly meeting. Conventional wisdom? Or conventional foolishness? More

Don't check email too frequently. If you're bored, read a good book instead, or get some exercise. If you're avoiding something, get it done — or ask for help. More