It only takes attendance at a few meetings to identify the hat-hangers. You know the ones I’m talking about. The guy who always brings up the point that is only marginally relevant, but is brought up with such gusto and vocabulary as to assure we all know this guy knows something we don’t. Or the lady who can always, ALWAYS spot the one weak link at a kickoff meeting, and express it in a way that suggests we kill the project rather than just deal with the obstacle.

Humans instinctively look for meaning and relevance. Some much more than others. A key to surviving sanely whether at the office or among some other group of humans is to know people are normally just looking for something to hang their hat on. In the midst of this search, they express their findings most often as criticism and caution. But all they’re really trying to do is add value and input.

Of course, it’s up to you to receive it that way. It may take thick skin and some patient translation, but you can choose to react this way.

Or you can ignore them altogether, even stop inviting them to meetings.

There’s a time and place for both reactions. What’s not acceptable is letting a simple activity like hat hanging bog down greatness. So don’t let it happen. Either be the guy with the hat rack, or bring a guillotine along. It’ll solve the problem either way.

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