We spend most of our time dealing with the most insistent issues, with the goals we've accepted, and with the questions already asked. Most of us spend very little time dealing with issues less insistent, goals unstated, or questions not asked. That things are as they are makes sense, until we question this way of setting priorities. Would we find a more important goal, a more pressing issue or a more unsettling question if we actually gave it a little thought?
Usually, the answer is 'Yes.' Usually, if we actually looked at where we're putting our energy, we'd put it somewhere else. Here are some reasons why we don't question our priorities more often.
- Some goals and ways of doing things are inherited from our predecessors. We might or might not be able to change those goals, but we rarely consider whether we can. Are there any inherited goals or processes that you could change? If you don't have the power to change them, have you sought that power?
- Habit determines much of what we do routinely. We travel to work in the same way, we eat the same lunches, and we socialize with the same people. How would life be different if we made different choices now and then? What new ideas might come our way?
- Sometimes we avoid the issues less insistent, the goals unstated, or the questions not asked because we fear what might happen if we examined them. Taking up a new issue can feel overwhelming. Abandoning a goal of long standing can feel like failure. Asking a new, unsettling question can create chaos. But all this has happened before, and life went on, often in a better direction. Isn't fear a problem in itself?
- Either Usually, if we actually looked
at where we're putting our
energy, we'd end up putting
it somewhere elsefrom past experience, or because of messages from others, or from fatigue, we conclude that the chances of progress are so slim that we don't even look at issues less insistent, or goals unstated, or questions not asked. Usually, there's at least one thing we could do — one thing that we really do have the power to change, if only we would do it. What's your one thing?
- We all have lots to do. Most of us feel we have no time to look for more to do. But the truth is that we don't have time not to, because looking for issues less insistent, or goals unstated, or questions not asked is the only way to be sure our priorities are right.
Some of these patterns affect you more than others. To discover which ones are your favorites, watch for missed opportunities. If you track which patterns kept you from the path to progress, you can learn which patterns affect you most. Or maybe you're just too busy for that. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenOCZCzjqldrNlhvawner@ChacGsMOZgfaCKnRHbEAoCanyon.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:
- Holey Grails
- 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."
- Enjoy Every Part of the Clam
- 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.
- Assumptions and the Johari Window: I
- 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
- Making Meaning
- 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.
- Take Charge of Your Learning
- Many of us let others set our learning agendas — peers, employers, or the mass media. But you
can gain much both personally and professionally by setting your own learning agenda.
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAaekGcjzyZaDjYHYner@ChaccEdYjfDFkAhzaNTUoCanyon.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 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.
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.