Unless you execute all your action items immediately, they probably end up on your To-Do list — until you do them, until you forget them, or until the people who gave them to you forget them. Since To-Do list items are sources of stress, if not workload, it pays to find a way to avoid adding them to your To-Do list. One approach is to provide another place for them to go — the Not-To-Do list.
If you're typical, people sometimes ask you to do things that are actually their responsibility, not yours. In "Stay in Your Own Hula Hoop," Point Lookout for June 27, 2001, I related a hula-hoop metaphor, due to Jean McLendon, that illustrates how we can sometimes fool ourselves into taking on burdens that actually belong to others.
In the metaphor, we're all hula-hooping as best we can. That's difficult enough, but we really get into trouble when we try to hula somebody else's hoop too. To "stay in your own hula-hoop" is to look after your own responsibilities, and to let others look after theirs.
For example, if you're a project manager, and Marketing asks you to compile some project data that's readily available for everyone on your Intranet, you would be stepping into their hula-hoop if you actually retrieved the data for them. A more appropriate response would be to remind them that the data is on the Intranet.
Having a Not-To-Do list
reminds you that some
things are really not your
problem, and you can decline
to accept responsibility
for themMy colleague Peter Hayward has suggested a way of using the hula-hoop metaphor with his day planner. Each day's page has two columns — "My Hula Hoop" and "Their Hula-Hoop." When someone lobs an action item in his direction, he decides where it would belong. If the item is in "My Hula-Hoop," he accepts it. If it belongs in "Their Hula-Hoop," he declines, if he can. If he can't decline, he adds the item to "Their Hula Hoop." In effect, he has a To-Do list and a Not-To-Do list.
A Not-To-Do list helps you in several ways.
- Having a Not-To-Do list reminds you that some things are really not your problem, and you can decline to accept responsibility for them.
- A Not-To-Do list helps you notice patterns. You can be more alert when you're working with people who tend to shift their responsibilities to you — if you know who they are.
- You can keep the items on your Not-To-Do list at a lower priority than the items that really are your responsibility.
- You can focus more easily on items that really are yours. See "The Zebra Effect," Point Lookout for January 31, 2001.
- Unlike items on your To-Do list, items on your Not-To-Do list tend to age gracefully. When you leave them alone, the people who really are responsible for them tend to see that they get them done somehow.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenzvFaoBqwyagkBbcpner@ChachgVDBvPaZECtXVcMoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Think Before You PowerPoint
- 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?
- How We Avoid Making Decisions
- 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.
- Help for Asking for Help
- 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.
- If Only I Had Known: I
- 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.
- Tactics for Asking for Volunteers: II
- 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.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenLvclHxDBVmKOWsfUner@ChacCeumdQXTSsUaRLkWoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads 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 a date for this
- 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 Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.