"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."

"Main Reading Room." US Library of Congress. Baker, Reid, photographer. 1991.
"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.
- Competition
- 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
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
When Meetings Boil Over
- At any time, without warning, you can find yourself in a meeting that boils over. Sometimes tempers
rise, then voices rise, and then people yell and scream. What can a team do when meetings threaten to
boil over — and when they do?
Status-Report as a Second Language
- Sometimes, the clichés the losing team's players feed to sports reporters can have hidden meaning.
So it is with Project Status Reports, especially for projects in trouble.
Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
Constancy Assumptions
- We necessarily make assumptions about our lives, including our work, because assumptions simplify things.
And usually, our assumptions are valid. But not always.
How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming April 2: Mitigating the Trauma of Being Laid Off
- Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.
And on April 9: Defining Workplace Bullying
- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
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