Category Archives: Management

#99 Measuring the size of an ego

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We all have an ego, that much has been established by research, and religions. The question is, how best to harness it to our advantage in the workplace.

First, let us start with understand the negative impacts of your “ego.” If you have an uncontrolled ego, you will be closed to feedback, you will reject ideas that are “not invented here,” you will take offense to harmless comments, you will read too much into a co-workers words and actions, you will feel threatened, and you will generate needless conflict, and generally be difficult to work with. This gives us a pretty solid value case for controlling the ego in the workplace.

To measure the size of the ego, measure the “resistance” you feel within you when faced with situations in the workplace. You known, the feeling that comes up when your co-worker asks you to do something you consider unreasonable or just plain “dumb.” The higher the resistance, the bigger the ego.

Simply observe when and where you have “resistance” in the workplace. What types of situations, what types of people, what types of problems? Having this catalog or inventory will give you the size of the problem.

Before you panic and feel depressed at the size of your own ego, here is a suggestion for you to try. Approach each work situation where your co-worker lances your ego, with the determination: “If the suggestion is reasonable, I will embrace it. I will change myself and will have no problem is saying, ‘I was wrong’.”

If you reject this idea and feel you have no ego… read this post again from the beginning.

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#98 The important things take time

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Some problems in the workplace are easy and quick to solve. These are the normal, routine tasks, the absence of which will make you question whether it is a “workplace.” Some examples are: making a phone call, sending email, having a meeting.  Yes, these examples are easier in some parts of the world, but difficult in other parts, but stay with me, don’t get distracted!

Some problems are moderately difficult, but still achievable with a little effort. Some examples are: defining a problem, setting priorities, drafting a value proposition, and getting budget approved for important tasks.

Some problems are very difficult, sometimes maddeningly so. Some examples are: stopping bad investments sooner than later, not letting your ego get in the way, recognizing dysfunctional behavior in yourself, and getting dysfunctional co-workers to change.

To me the most difficult problems are those where you know the problem, you (and your co-workers) are convinced of the need to change, you (and your co-workers) agree for the need for change, you (and your co-workers) agree to take action, but no action takes place. Inertia (whether in you or your co-workers) hangs like a dead weight around your neck and ankles.

Once you determine such a problem is worth solving, or worst case, worth exploring, put your head down and systematically work the problem. There is a time and place to take a business decision to cut your losses, but only after you have done your best to understand and improve the situation.

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