Wouldn't you know it? Just when you thought your entry into the new department was successful something happens to let you know you were completely wrong.

Scenario One:
It's one of those times when a door is left open as you pass by and the words of a conversation flow into your pathway. Or else, you're passing by the partition wall of a cubicle and the voices of two colleagues rise above the particle board and fabric, your name and circumstances being plainly discussed. Someone has feigned friendship in order to gather as much information from you in order to do the same project and gather all of the credit for it.

Scenario Two:
You're supposed to be collaborating on a project. You've done all of the research, fine tuned the information, identified the optimal solution and presented your findings to your colleague and your boss. Green light. Until then, your colleague has paid little to no attention to your work but then develops a desire to look at the information a little more closely. A week later, you learn that the colleague has done an "end run" -- they took the finalized information and activated the project in their name without anyone's approval or prior knowledge. You're left with nothing or else are a subservient partaker.

No matter who you are, either of these scenarios is going to leave you with steam coming out of your ears.

Unfortunately, most women who find themselves in these types of situations buy in to the emotional aspect and let the relationships die. Hurt feelings melt into distrust and distant, strained relationships where there is little communication and lots of unvalidated conjecturing.

On the other hand, it has been noted that most men will be annoyed (if not ired) with these types of situations but will take them in stride. It becomes a very clinical process. A relationship is not killed. The now predictive information about the associate is collected and stored, then used as necessary in the future.

The other thing most men will do in these situations is rather than rebuild the project from the remmants of the original research and put forth a complete new effort, they will use persuasion and alliance building to partner with the clever co-worker so that the now established resource can be shared at a reduced cost to all.

An additional strategy that can be (and frequently is) used is to conveniently talk about the development of the project with the clever colleague during a department meeting, in your office while your door is open, or while standing in their own cubicle where lots of traffic moves along the adjoining corridor.

One more note about keeping this associate. This person can become your own secret weapon. It takes talent to do many things; not everyone has the same strengths. There is a bright side to actions as well as a dark side, depending on how they are used. Where this person has a strength at being clever in areas where you are weak, it would behoove you to cultivate this relationship so that they want to do things for you. Just be certain that you leave yourself a healthy space so that the matches don't singe your coattail.

-- Yvonne LaRose is an Accredited Consultant (by California Staffing Professionals) who has provided readers with effective, reliable career development coaching and advice, and recruiting and management strategies, for more than four years. Her legal experience spans more than 20 years, founded on her major law firm experience and ABA paralegal certifications in Litigation and Corporate law. Rounding out her experience is a stellar success rate in mediation and tutoring (which one expert proclaimed is her "natural calling"). Dubbed an industry thought leader, visionary and expert, Ms. LaRose has been quoted in Savoy Professional Magazine, Wall Street Journal's "The Jungle," SmartPros and CollegeRecruiter.com and consulted for the relaunch of the New York Times Job Market. In addition to her column, Career and Executive Recruiting Advice, you can find her writing at such sites as CollegeRecruiter.com, AIRS Directory, Electronic Recruiting Exchange, HR.com, Recruiters Network, SmartPros, Workforce, and newsletter archives at ITWorld's "Managing the IT Pro" and FlashCore. She was also a contributing author to "The Last Job Search Guide You'll Ever Need, a CollegeRecruiter.com publication.