When I learn something, I sometimes wish I had learned it long ago. If it could have saved me trouble, or led me somewhere I find appealing, I write it down. Here's another installment from my growing collection.
- If your workload is totally unreasonable, better time management won't help much.
- If you work for a jerk, striving for superior performance is worse than a waste of time. It keeps you from finding another job.
- Multitasking is a hoax. What we really do is task switching, which drains energy and wastes time [Weinschenk 2012] .
- If my success depends on yours, but yours doesn't depend on mine, I might be in big trouble.
- Creating great ideas from scratch is really hard and really rare. Many great ideas are clever combinations of other great and less-than-great ideas.
- Organizations and their people either succeed together or fail together.
- Risk-averse organizations risk stifling creativity and innovation.
- Threats work in the short run, but they drive people away in the long run.
- If you decide to give up, you'll never know whether you could have done it.
- You can't trust everything you find on the Internet, but some Internet communities and Web sites are very reliable. Find some you trust.
- Perfection isn't achievable, but with practice, you can make the imperfections insignificant.
- Cherish imperfections. They can sometimes lead to wonderful, exciting places.
- If a difficult decision gets easier when you pretend you're deciding it for somebody else, the difficulty is probably about you, not the decision.
- When all your choices are bad, choosing usually isn't the hard part. The hard part is accepting that you must choose the least bad choice.
- To get more choices, try letting go of dogma and ideology.
- When people suddenly renege on commitments, they could be just untrustworthy, or maybe somebody powerful ordered them to do it. Some people would let you believe the former before they would ever acknowledge the latter.
- You can't When I learn something that
I wish I had learned long
ago, I write it downsolve problems you don't realize you have.
- You can't use assets you don't realize you have.
- The Development orientation focuses on figuring out how to break the mold. The Operational orientation focuses on using the mold more perfectly.
- Creativity and Freedom are partners. You can't have much of one without help from the other.
- I've forgotten so many great ideas that I'm sure some must have been better than any idea I've pursued. So now when I get an idea I write it down (or type it in). Now if only I can figure out how not to lose what I've written down (or typed in)…
- Outsourcing risk management is risky. Something about having to live with the consequences of risks makes people better risk managers.
- The easiest way to offend somebody is to disparage something personal they can't change.
- If all you know is where you don't want to go, you'll get there faster.
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrengqLzMZgMmHsrHHflner@ChacPIfIatWZbzUFLarWoCanyon.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:
- Selling Uphill: The Pitch
- Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have
some kind of power over you. What do they look for? What are the key elements of an effective pitch?
What does it take to Persuade Power?
- My Right Foot
- There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned
recently when I temporarily lost some of my independence.
- Workplace Myths: Motivating People
- Up and down the org chart, you can find bits of business wisdom about motivating people. We generally
believe these theories without question. How many of them are true? How many are myths? What are some
of these myths and why do they persist?
- Symbolic Self-Completion and Projects
- The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators
of achievement that either they do not have, or that do not mean what they seem to mean. This behavior
has consequences for managing project-oriented organizations.
- Paradoxical Policies: I
- Although most organizational policies are constructive, many are outdated or nonsensical, and some are
actually counterproductive. Here's a collection of policies that would be funny if they weren't real.
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenkRBsDVIXXhWyLTgtner@ChacPknnLoKhfFHBHjnXoCanyon.com or (650) 787-6475, 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.