Suggestion #11: try to involve the effected people in the solution. If they're sitting around doing nothing, they're going to be mad. If you involve them, they feel like they're helping fix things and they're less likely to be mad at you.
I saw the most unusual touchdown ever, on some highlights show. Background: this happened probably in the 1970s I think, during a game between Minnesota and Detroit, on a field goal attempt. The rules were different back then: if you tried a field goal and missed, it resulted either in a touchback (if the ball reached the end zone) or the other team took over WHERE THE BALL WAS BLOWN DEAD (like a punt).
The Minnesota kicker tried a field goal, but it was blocked (just like in this article). The ball kept rolling toward the Detroit end zone, and was about to go into the end zone. Minnesota would like to down the ball before it gets there, while Detroit wants the ball to actually go in. A Detroit player blocks the Minnesota center to keep him from downing the ball (I think the center at that time was Mick Tinglehoff ?sp?)). But in making the block, the Detroit player touches the ball, which continues into the end zone and stops. Because he touched the ball, it's now "live." Everyone is standing around looking at each other, then a Minnesota player, safety Paul Krause ?sp? - a great player as I recall- rushes in, pushes people aside and falls on the ball. The official looks down, looks up and signals touchdown.
That Detroit player was the early version of Leon Lett.
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He never recovered from the 4 Garbage Bags of Pot the police found in his car. That pretty much sealed the deal.
I still remember that premature touchdown celebration, and the Buffalo player who chased him down, I believe, was Don Beebe.
The field goal thing against Miami seems more like a coaching problem, preparing players for the different "special rule" scenarios. Or maybe Lett was too stoned when the coaches covered that scenario, so it really was all on Lett. I suppose his "Lessons Learned" document would be to not get high on pot before a game.
The field goal thing against Miami seems more like a coaching problem, preparing players for the different "special rule" scenarios. Or maybe Lett was too stoned when the coaches covered that scenario, so it really was all on Lett. I suppose his "Lessons Learned" document would be to not get high on pot before a game.
I would like to avoid all kind of mistakes with my pc in the future, even if it is very good to know how this can be done, when I would like to use my pc to what this is made for, and not to make it crash or anything else.
When at a customer's site and you make a big mistake (or even a small mistake), I've been advised never say: "Oh ****!". It you do, it sends out an instant alarm to everyone, and a message that you don't know what you are doing (which is probably more alarming to everyone now that you made a big mistake and have to come up with a solution).
Instead, say: "Interesting..." and then take a deep breath. Get up and walk away if possible. This is important and I've learned usually gives you a little time to think of what the right thing to do next might be.
Instead, say: "Interesting..." and then take a deep breath. Get up and walk away if possible. This is important and I've learned usually gives you a little time to think of what the right thing to do next might be.
I applied yor suggestion in my work place and it really work.SO a hug for you
thanks
thanks
He tells this story about mistakes.
When Yogi took over managing the Yankees from, I believe it was Martin, he discovered 2 envelopes in his desk. One was labelled "Only open when in a losing streak" and the the second envelope was marked "Only open when in the second losing streak".
Sure enough it wasn't long before the owner was barking at Berra because the team had lost 3 games in a row. Yogi went and opened that first envelope and it was a letter from George Martin saying simply, "Blame it all on me."
Yogi went and explained that he hadn't had the time to fully optimize the team, change it from the previous manager's ways and adopted all the changes that he wanted to make. That seemed to mollify George Steinbrenner.
A couple weeks later and the team loses 3 in a row again and Yogi is being called into a meeting with the owner. Before he goes to that meeting he rips open the second envelope and Martin has written simply, "Make up 2 envelopes for the next guy."
The lesson from this is that we need to learn from our mistakes and ensure we don't repeat them.
When Yogi took over managing the Yankees from, I believe it was Martin, he discovered 2 envelopes in his desk. One was labelled "Only open when in a losing streak" and the the second envelope was marked "Only open when in the second losing streak".
Sure enough it wasn't long before the owner was barking at Berra because the team had lost 3 games in a row. Yogi went and opened that first envelope and it was a letter from George Martin saying simply, "Blame it all on me."
Yogi went and explained that he hadn't had the time to fully optimize the team, change it from the previous manager's ways and adopted all the changes that he wanted to make. That seemed to mollify George Steinbrenner.
A couple weeks later and the team loses 3 in a row again and Yogi is being called into a meeting with the owner. Before he goes to that meeting he rips open the second envelope and Martin has written simply, "Make up 2 envelopes for the next guy."
The lesson from this is that we need to learn from our mistakes and ensure we don't repeat them.
I do not agree everything in the post. Many times, I have to fix my co workers mistakes. Many times they put my name to blame. Instead of pointing fingers game,it is better to fix coworkers mistakes.
Hi, thanks for your post. I'm wondering if, rather than disagreeing with the points, you're actually raising a different but nonetheless valid point: namely, how to handle those situations in which you personally are blameless, but where you (unfairly) get the blame. lol sounds like I'm hitting a nerve here.
The article didn't cover this point, but I can address it briefly: be sure you document everything you do. When you talk to your boss, show whatever evidence you can. However, I advise against statements such as "I didn't do it" or "[name of co-worker] did it." Instead, show the evidence, tell the boss "here's what happened" (and let your boss figure out who did what) and then work to solve the problem.
The article didn't cover this point, but I can address it briefly: be sure you document everything you do. When you talk to your boss, show whatever evidence you can. However, I advise against statements such as "I didn't do it" or "[name of co-worker] did it." Instead, show the evidence, tell the boss "here's what happened" (and let your boss figure out who did what) and then work to solve the problem.
Have to agree with a lot of what is said. Basicly : Take responsibility and take control.
One caveat though : If you dont know what you are doing then dont ever try bluffing your way through. And that applies BEFORE the mistake was made.
We have all seen the 'This was Fred's fault' email to the boss that has been copied to everyone. The fact that Fred was honest enough to admit to his 'part' in a catalog of errors is to his credit.
Any half good boss will recognise this and will already know that the issuer of the 'blame him and tell everyone' email may also have something to hide.
One caveat though : If you dont know what you are doing then dont ever try bluffing your way through. And that applies BEFORE the mistake was made.
We have all seen the 'This was Fred's fault' email to the boss that has been copied to everyone. The fact that Fred was honest enough to admit to his 'part' in a catalog of errors is to his credit.
Any half good boss will recognise this and will already know that the issuer of the 'blame him and tell everyone' email may also have something to hide.
I wish to add my two cents to point #1, Come up with a plan to fix the problem.
Very often, the panic drives us to quickly reverse the consequences of the mistake. Sometimes this may be the best solution, or not. I've seen cases were the best approach was to first accept the damage is partially unrecoverable, so better start thinking about from the new reality: here we are, with this thing broken and some problems arising from it; if it didn't broke due to my error, how would I have designed a solution?
The rush for solving our mistake can end with another mistake made to correct the first. For instance, we may bounce a system immediatly to implement a solution, but a cooler analysis can show that the error is acceptable for a while, so we had better waited till end of day.
The worst of this is that, whilst the first error may be forgiven, two in a row may hurt your reputation for the weeks coming.
Very often, the panic drives us to quickly reverse the consequences of the mistake. Sometimes this may be the best solution, or not. I've seen cases were the best approach was to first accept the damage is partially unrecoverable, so better start thinking about from the new reality: here we are, with this thing broken and some problems arising from it; if it didn't broke due to my error, how would I have designed a solution?
The rush for solving our mistake can end with another mistake made to correct the first. For instance, we may bounce a system immediatly to implement a solution, but a cooler analysis can show that the error is acceptable for a while, so we had better waited till end of day.
The worst of this is that, whilst the first error may be forgiven, two in a row may hurt your reputation for the weeks coming.
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