Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 15, Issue 14;   April 8, 2015: Why We Don't Care Anymore

Why We Don't Care Anymore

by

As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might help you appreciate your job.
A laptop with password stickies

A laptop with password stickies

Here's a collection of lightly edited expressions of frustration, disdain, and disbelief about jobs today, and about how people in those jobs are managed. Some are based on specific reports that have come my way, and some are mixtures of reports from several people. Any similarity to your situation is both coincidental and unfortunate.

  • Twice they've laid off my best friends. Time to go.
  • Whenever layoffs happen, I get more work and no raise.
  • I used to "stretch" to deliver superior performance, only to be rated "meets expectations." I thought, "What a lie," but now I realize that stretching myself was their expectation.
  • The only thing I hate more than being told to undo what somebody just finished is being told to undo what I just finished.
  • I take that back. I hate even more being told to do something that I know somebody will have to undo as soon as I'm finished.
  • If meetings were any more mind numbing, they'd be classified as illegal drugs.
  • I used to trust my boss to tell me what was really going on. I now realize that he doesn't actually know.
  • I liked my old boss better than my new boss. Neither of them knows what they're doing, but my old boss at least knew that he didn't know.
  • I don't know what's worse: (a) my boss making decisions about stuff he's clueless about, without consulting us; or (b) my boss asking our advice, and then not taking it. Wait, it's (a). At least with (a) he doesn't waste our time before making the wrong decision.
  • Two things are If meetings were any more mind
    numbing, they'd be classified as
    illegal drugs.
    mysterious about Steve: (a) how he spends his time, because he sure doesn't do his job; and (b) how he gets away with it.
  • Only one way the cafeteria could be worse: if they raised the prices. Ah. They just did. Never mind.
  • I stuck sticky notes on my wall with fake passwords to fool password thieves. Then IT ran a surprise inspection and wrote me up. I told them the passwords were fake, but they said no passwords on the walls, real or fake. The I in IT must stand for idiotic.
  • I got used to my boss not keeping her promises, but I can't get used to her denying she ever made them.
  • I have so much work that I can't focus on anything long enough to remember where I was when I had to drop it to do something more urgent.
  • I used to tolerate the bad parts of my job because I loved the good parts of my job. Now I don't even know what the good parts of my job are.
  • Why am I classified as a "resource?" I'm a human being.

That's all for now. I'm collecting these items, so send me yours, and when I get a batch together, I'll send them out. Go to top Top  Next issue: Overconfidence at Work  Next Issue

52 Tips for Leaders of Project-Oriented OrganizationsAre your projects always (or almost 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 and techniques for organizational leaders. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrencAPHPLmosvLapMTJner@ChachbDhQsAEHefpOBnboCanyon.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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

A toasterSome Costs of COTS
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.
An appealing plate of pasta (not what I ate that evening)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.
The Samuel Morse Telegraph ReceiverRemote Facilitation in Synchronous Contexts: III
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.
U.S. Unemployment Rate in percentFinding Work in Tough Times: Strategy
If you're out of work and discouraged — or getting there — you're in great company. Better than ever before. Getting back to work starts with getting to work on finding work. Here's a collection of strategies for the job of finding work.
A keyboardOffice Automation
Desktop computers, laptop computers, and tablets have automation capabilities that can transform our lives, but few of us use them. Why not? What can we do about that?

See also Personal, Team, and Organizational Effectiveness and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Artist's concept of possible colonies on future mars missionsComing June 28: Tackling Hard Problems: I
Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
Artist's depiction of a dust storm on Mars with lightningAnd on July 5: Tackling Hard Problems: II
In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZXbTDeuesJzNnkQXner@ChacVGoDuoSEajPQNnvloCanyon.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:

Reprinting this article

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

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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. Here are some upcoming dates for this program:

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople 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 an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.