"Well, we're in deep, deep yogurt now — without a spoon," Trish said, smiling grimly. With tremendous effort, Brad stifled a laugh, because he had just sipped some coffee, and a laugh would have made a significant and painful mess.
He swallowed, and then pleaded, "Not while I'm drinking coffee, OK? Seriously, what on earth are we going to do now? Even with this emergency I bet we can't get a conference room till Wednesday."
"No problem," said Trish, smiling. "We already have one."
Brad grinned. "You devil."
Trish had violated company policy by reserving a room without first scheduling a meeting. It was a little trick she had learned from having been down this road before.
In whatever role you play, you have and use "personal trade secrets." For instance, if you travel by air to make a presentation, you might carry with you a backup copy of the presentation on a flash drive, in addition to the one on your laptop, in case your laptop dies. Or maybe you call ahead to a pal in Purchasing and ask for help in filling out a req, to make sure it goes through on greased rails.
These personal trade secrets make you more effective. They help your teams perform at higher levels, and they make your company more competitive.
We all use little tricks
to make things happen.
Some are common, and
some are uniquely yours.Look around you. The people who sit around the table with you in those endless meetings also have secret tricks. Everyone has them, and you'll probably never find out what they are, because personal trade secrets remain secret for some good reasons:
- Job security
- Many of us feel that if we revealed our secret tricks, we might be less valuable to the company, because then we could be replaced more easily.
- Maybe, but think back. You'll probably find that your secret tricks have evolved over time. They tend to have a short shelf life.
- Some of us fear that if others knew our secret tricks, they might out-compete us for status or promotion.
- Perhaps, but your competitors will soon figure out secrets of their own, and some of those will be the same as yours. Your secret tricks might be invisible, but they aren't secrets for long.
- Policy violations
- Sometimes our secret tricks conflict with company policy. Revealing them could be dangerous.
- This is truly tragic, because it prevents the company from understanding the true costs of those policies.
What if somehow we could share our personal trade secrets without these risks? If you knew some of the personal trade secrets of your peers, chances are excellent that you would adopt some of them yourself, and everyone would benefit.
Well, now you can. Contribute your personal trade secrets anonymously to a Library of Personal Trade Secrets, where you'll be able to read what others have contributed, too. It will be our little secret. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- Diagonal Collaborations: Dazzling or Dangerous?
- Collaborations can be very productive. There are some traps though, especially when the collaborators
are of different rank, with the partner of lower rank reporting to a peer of the other. Here are some
tips for preventing conflict in diagonal collaborations.
- Learn from the Mastodon
- Not long ago, Mastodons roamed North America in large numbers. Cousins to the elephant, they thrived
in the cool, sub-glacial climate. But the climate warmed, and human hunters arrived. The Mastodon couldn't
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- Changing the Subject: I
- Whether in small group discussions, large meetings, or chats between friends, changing the subject of
the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary,
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- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
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- Contextual Causes of Conflict: I
- When destructive conflict erupts, we usually hold responsible only the people directly involved. But
the choices of others, and general circumstances, can be the real causes of destructive conflict.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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- The Race to the South Pole: Lessons in Leadership
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 had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.