Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 1, Issue 30;   July 25, 2001: You Have to Promise Not to Tell a Soul

You Have to Promise Not to Tell a Soul

by

You're at lunch with one of your buddies, who's obviously upset. You ask why. "You have to promise not to tell a soul," is the response. You promise. And there the trouble begins.

Someone, sometime in the past month, has probably asked you, "If I tell you this, do you promise not to tell a soul?" If this has happened to you, you probably agreed. And it's reasonably likely that you later heard the same story in a slightly different form from somebody else, which meant that someone other than you was spreading the word. You were respecting a confidence, while others were out there blabbing.

That can be bad news. For example, in a largish meeting, someone might innocently ask if you know anything at all about a somewhat related subject. How do you respond? Do you deny all knowledge? Do you betray the confidence? If you deny all knowledge, you would be lying, and you risk appearing to be out of touch, or being caught in a lie. If you betray the confidence, you risk damaging a valuable friendship.

Two infants exchanging secrets

Photo (cc) abardwell

Distinguishing between personal issues and organizational issues helps. When someone confides in you about a personal matter, it's best to honor that confidence without reservation. But since organizational issues rarely stay "secret," organizational confidences are usually just early notifications. A promise not to ever repeat what you're about to be told can therefore become a serious liability. It's best to find ways to lend support to your confidant without jeopardizing your own political safety. What can you do?

Negotiate with your confidant in advance. Here are some protections you can request.

Time limit
Ask if you can be free to talk after some specific date. Try to narrow your vulnerability to a limited time window if you can.
Limited right to repeat
Organizational confidences
rarely stay secret for long.
Consider them early
notifications, and put limits
on your non-disclosure.
Ask if there are some people you can talk to. For example, your confidant might have spoken to others already, and talking to them might do no harm. Or it might be OK to talk to people who are distant enough from the immediate issue — your spouse or personal acquaintances outside the company, for example. Limit the "cone of silence" if you can.
Escape clauses
Let your confidant know that if you hear the information from any other source, then you'll feel free to discuss it, without attribution. Explain that if the information is out there, your denying knowledge of it could be a risk for you.

In time you'll find more risk reduction tactics. Send them to me and I'll post them.

By the way, this article isn't confidential. Feel free to talk about it with the next soul who says to you, "Don't tell a soul." Go to top Top  Next issue: Enjoy Your Commute  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

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Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest, yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How can we make these emotionally difficult decisions with greater clarity and better outcomes?
Lt. Col. John Paul VannManaging Personal Risk Management
When we bias organizational decisions to manage our personal risks, we're sometimes acting ethically — and sometimes not. What can we do to limit personal risk management?
A field of Cereal RyeApproval Ploys
If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval seekers use to enhance their success rates. Here are some tactics approval seekers use.
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With the emergence of knowledge-oriented workplaces, counterproductive work behavior is taking on new forms that are rare or inherently impossible in workplaces where knowledge plays a less central role. Here are some examples.

See also Ethics at Work for more related articles.

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Dogs make great teammates. It's in their constitutions. We can learn a lot from dogs about being good teammates. Available here and by RSS on April 26.
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Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed. Available here and by RSS on May 3.

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