Mike froze in mid-stride. Without realizing it, he'd left that other guy in his office unattended. Sitting in open view on his desk were the financials for the quarterly summary. He turned to the woman beside him and said, "Excuse me, I'll have to show you to the elevator in a minute. Please come back with me to my office now."
When they reached his office, the man was gone. Mike looked at his desk. It appeared undisturbed, but he still felt uneasy. He'd have to report this.
Mike has just become a victim of a misdirection tactic, intended to breach the virtual wall of security at its weakest point: person-to-person interactions.
First the unknown man had entered his office, asking for Philippe, who was at a meeting. Then, almost immediately, the woman had entered asking for directions to the elevator. He'd stepped out of his office to point the way, and she'd asked him to escort her a little farther. And that was it. A perfect setup.
Most of us have information that must be protected. We must take care, for example, when disclosure would be impolitic, unethical, or dangerous. And the more sensitive the information, the more likely we are to encounter persistent and skillful seekers of that information. Some are willing to do almost anything to get what they want.
When you possess sensitive information that others desire, you might become the target of a variety of techniques of varying ethical value. Understanding those techniques, and preparing to resist them, helps protect your information, your career, and perhaps even your life.
The more sensitive the information,
the more likely we are to encounter
persistent and skillful seekers
of that informationSome seekers have extensive resources that are out of view of the target. They use these resources to wring value out of even the most unlikely bits of data. Here are some examples of resource-based methods.
- This technique involves integrating partial information from multiple targets to make a useful whole. It's effective when the targets feel that they're safe in revealing a minimal bit of data, not realizing that other targets might reveal other pieces. Indicators of this method are questions about details, such as what make of car someone owns. "Just curious" is rarely a reasonable justification for questions of this kind.
- Non-chance chance meeting
- If you have a routine, such as often going to the same place for lunch, you might "accidentally" meet the seeker, who strikes up a friendship that appears to be unrelated to your job. Disclosing information to someone you met seemingly by chance can be risky. Validate.
- False flag
- Seekers might represent themselves as law enforcement, reporters, biographers, insurance investigators, or similar information gatherers. They might display legitimate-looking credentials or other insignia. Unless you have the expertise required to validate credentials, remain skeptical.
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More articles on Effective Communication at Work:
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Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
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- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.