I'm collecting "Tips from the Trenches" - a report on what people are doing (not what they're advising others to do, or what they know they should do, but actually doing) to thrive and survive in these turbulent economic times. If you'd like to participate, please email me at CGoman@CKG.com.

Below is a response I received from a woman named Cyndy Kaufman. I thought her story so valuable I wanted to share it right away.

"My position was eliminated last July. My company was going through several reorganizations and layoffs. Although I was safe from the first two rounds...you never know. My position was just not needed in the current scheme of things. So my next steps? We work at our jobs 8-10 hours. And that is how much time I devoted to job researching, searching, applying and networking. While I kept an open mind about the type of work, I was also realistic about my skills and what I wanted to or didn't want to include in a position. These efforts paid off. I had about a dozen phone interviews and almost the same in-person interviews.

I help others in their efforts to look for work. That means that two or more of us are looking and making contacts. Boomerang theory really works here! I had held a networking group for the first few months. We would meet for coffee or at the noon hour once every two weeks. We shared tips, resume writing feedback and our frustrations. Everyone has a job today...well, okay, that would be almost for me...keep reading...

From previous job searches, never bring up salary unless they do. Often if they think you are wonderful and the right person, the salary can magically appear. And don't settle for less than your current base salary (the days of bonuses and incentives are fading away). That will only make you bitter and resentful in your new wonderful position. I learned that after my first layoff, years ago. Having been a career counselor and having many jobs myself, if you keep confident (not overconfident) about your job/self worth, you will not fail to bring in the appropriate compensation for your life's work.

I also believe you should have 9-12 months salary in the bank all of the time...regardless of your current status. If I hadn't I would not be in good shape today...eight months later. Having this cushion allowed me to turn down a job I knew would not be in my best interest. Instead, I waited and took a job for the future...with the Federal Government. However, my security clearance will take 8 months or so. Again, I had the savings to endure the months of non-income and make the best decision.

That said, I am looking for freelance, part-time and hourly work to help me until my first paycheck. Although everyone else is doing the same. I carefully pick small networking events that can provide me with contacts or skill building for the future. I have volunteered for professional associations so that my name is out there and I get more contacts. This also allows me to keep current in the industry.

I've cut back on my gym membership. However, exercise is especially important if you are not working or worried about the times. I walk outside and do abs on my bedroom floor to stay in shape. I looked for a sale for hand weights as well. I pay a small fee not to lose my initiation fee and can be in this non-active status for 6 months. I do not go out for dinner or lunch except for a rare networking dinner or lunch. I make my own cookies/muffins. I buy a whole chicken and make several days of it. I make pizza from the dough you can buy in a Trader Joe's. Chili, lasagne, are other possibilities. Meals from scratch are much cheaper than ready-made. So hone up on your cooking skills. This really saves the pennies. I clip coupons and shop the sales. I bunch my errands so I don't have to go out (and use gas...) everyday. I had to cut back on cable TV services and I don't go out to the movies. I will rent the DVD or purchase online when I have the cash flow. I use the local library! for magazines, checking out books, and DVDs. I'm not afraid to say no to my family or friends or tell them I honestly would prefer not to spend the money right now.

Most of all, surround yourself with positive people and keep positive inner thoughts if you are faced with a job layoff. Often this can lead to something greater/better/different.

If you have any questions, please do not hesitate to ask. I hope I can help you make a difference in someone else's life."

Best Regards, Cyndy

Just a thought . . . Watching the business news this morning, I was reminded that all of us need to get really comfortable with ambiguity. In a business atmosphere that is random and unpredictable, it doesn’t mean you can’t have a strategy, but it does mean that your strategy will more like play-dough and less like concrete.

Silo-Busting by Organizational Restructuring

Recently, two executives made headlines by announcing organizational restructuring to rid their companies of silos. For me, it was great timing. I was preparing for a keynote speech at the Prepaid Card Expo in Orlando, and my topic was “tearing down silos to drive success.”

I gave that speech yesterday and used these examples as part of my talk.

Two years ago, Sir Howard Stringer, Sony’s CEO, was interviewed on PBS and said one of the first jobs he had to do at Sony was reach out and get people to collaborate with each other, and to break up the vertical silos. Stringer is now putting those words into action. Starting April 1, Sony will have two new silo-busting groups: Networked Products and Services and Consumer Products Group. Stringer, who adds the title of President to his existing CEO and Chairman roles, recently announced, “This reorganization is designed to transform Sony into a more innovative, integrated and agile global company.”

The day before the Sony story hit the papers, Yahoo’s new CEO, Carol Bartz, announced their new management structure. She created a global Customer Advocacy Group and destroyed the division line between technology and products by making one development group call Products. Bartz said of this restructuring: “Everything gets simpler. We will be able to make speedier decisions. The notorious silos are gone and we have a renewed focus on the customer.”

I’ve seen the high price that is paid for “silo mentality” and I know the power of collaboration. So I was delighted to be able to cite these recent examples.

I also thought it interesting that the breakout sessions at the Expo where I was speaking had been restructured from vertical tracks to lifecycle tracks.

I'm speaking next week at an international conference. My topic is "breaking down organizational silos." Which is no easy task for any organization. Wherever it’s found, “silo mentality” becomes synonymous with power struggles, lack of cooperation, and loss of productivity.

Most silos operate in isolation. Because of silos, organizations misallocate resources, send inconsistent messages to the marketplace, and fail to leverage scale economies and to share valuable information. The foundation of a successful organization is an entire team focused on common goals. Silos erode this foundation. Silos can be monumentally inefficient and, worse, a major barrier to innovation, profitability -- and even survival.

But if silos are so bad, why do they exit? Well, for a couple of reasons . . .

Silos exist because we create them. Most companies are not organized around customer needs or outcomes. They are organized around functions (finance, sales, human resources, etc.), technologies, product lines, brands, etc. Then those silos are held accountable for performance within a narrow, often self-serving, focus. To make it worse, silos are left to compete with one another in the battle for funding, power and recognition.

In turbulent times, a silo mentality plays into the human belief that an "every man for himself” attitude is the only way to succeed. Nothing could be less true. In a crisis, it takes teamwork to produce innovative, cost effective and targeted products and services.

That’s why organizations that are serious about innovation and are striving to be more customer-centric do everything possible to break down silos and encourage communication and collaboration throughout the organization. Developing a culture for collaboration begins with silo-busting strategies: Flattening the organization, creating interdependent goals and rewards, supporting communities of practice, increasing cross-functional teamwork, and building trust between members of those teams.

There are mini-cultures in every organization. Regardless of the overall corporate culture, individual managers and team leaders can nurture a climate for collaboration within their own work group or staff. And the best of these leaders do so by taking the time and effort necessary to make people feel safe and valued. They emphasize people's strengths while encouraging the sharing of mistakes and lessons learned. They set clear expectations for outcomes and clarify individual roles. They help all members recognize what each of them brings to the team. They model openness, vulnerability and honesty. They tell stories of group successes and personal challenges. And most of all, they encourage and respect everyone's contribution.