Do you remember what life was like when workloads were more human-scale? When two one-hour meetings in one day was an unusual load? When one department worked on one project until it was complete, and only then would they start another? We all have too much to do these days. Some of us have no other experience of work. Others have forgotten what "enough to do" was like. Here are some reminders, expressed as what life would be like if we all one day had enough to do — and not more.
- When you get a great idea about something that isn't extremely urgent, you have time to make a note of it before you forget it.
- When you get a great idea, you sometimes set aside whatever you're doing to think about the great idea. Is it really a great idea? What are its implications?
- At quitting time, you actually go home for the day.
- When you go home for the day, you don't feel guilty.
- When you arrive at home, you don't have the urge to snap at the first person you meet there (especially important for those who live alone).
- Weekends last two entire days.
- Vacation days don't accumulate because you actually use them.
- You never lose vacation days due to expiration.
- You no longer worry about burnout for yourself or the people you supervise.
- When something unexpected happens in one project, it's much easier to reschedule others to accommodate it.
- You spend so much time at home that your kids seem to grow up more gradually.
- You eat a lot less take-out.
- It's been a long time since you had to reschedule a medical or dental appointment, or jury duty.
- Sometimes entire days go by without your having forgotten to do anything important.
- Once in a while, you actually complete an item on your to-do list without interruption.
- Some days — not many, but enough — your to-do list actually gets shorter.
- You rarely fail to return the phone calls you want to return.
- Most of the time you get through one day's incoming messages, mail, and email before the next day starts.
- You Sometimes entire days go by
without your having forgotten
to do anything importantrecently read a book. For fun.
- You have much less need to multitask, which is good, because multitasking never really worked as well as you thought it did.
- You've re-learned how to monotask almost as well as you could when you were four years old.
- For some time now, you haven't felt that nagging urge to get better at time management.
- You have space for serendipity — when a rare opportunity comes along, you have time to take advantage of it.
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More articles on Personal, Team, and Organizational Effectiveness:
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- 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.
- Asking Brilliant Questions
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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.
- Illusory Incentives
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- Seven Ways to Get Nowhere
- Ever have the feeling that you're getting nowhere? You have the sense of movement, but you're making
no real progress towards the goal. How does this happen? What can you do about it?
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.
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- 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.
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- 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.