All the Business News these days seems to be about how beleaguered businesses are trying to cut costs. They are doing this because persons who were apparently on crack created complicated financial instruments based on variable-rate mortgages that Wall Street valued at approximately $60 trillion. When it was learned that this practice was highly insane, the economy went into free fall, and now no one wants to buy anything anyone sells. This puts a strain on any company that sells anything and forces corporate executives to look for ways to “tighten their belt” or “find new efficiencies” or “panic as if Earth is in imminent danger of being hit by a meteor the size of Spain.”

If you have not yet called (or been called into) a high-level meeting to discuss ways to cut costs, don't feel left out; you will attend such a meeting soon. Typically, these meetings begin with someone solemnly stating what the current situation is, illustrating that situation with a spreadsheet or a PowerPoint presentation or a photo of the Titanic. This person will use exactly the same tone and tenor that doctors use when they tell patients that X-rays have revealed that the patient's lower intestines are helplessly blocked by Milk Duds.

At this point in the meeting, one of two things usually occurs. Either the person running the meeting announces actions the company will take to address the situation (after which many of the attendees are dismissed to gather their personal belongings), or else attendees will be asked for their suggestions. This is a critical point in the meeting. You must be extremely careful not to say one of the following stupid things:

“We could save money with FedEx.”

“The CEO could give up a company car.”

“You could take a cut in pay.”

“I could take a cut in pay.”

“Will this in any way affect my vacation?”

“Are you bringing in lunch?”

“We could develop and sell complicated financial instruments based on variable-rate mortgages.”

I've been in a lot of these meetings because all the companies I've worked for have developed financial problems after I've come on board. And in these meetings, the discussion invariably turns to things the company could do to cut costs. I was once with a company that — no kidding — decided that a good way to cut costs was to stop ordering paper. Within weeks, we were reduced to writing notes on our hands and looking like test subjects at a tattoo academy. Everyone concentrates on the little, symbolic things that a company could do to save a few pennies. Here is where your opportunity comes in.

You can use these situations to cause more work for others while appearing to be helpful! Instead of suggesting ways to cut costs, suggest ways to increase revenue. Argue that marketing should get on the stick and find some new customers. (Important: Do not do this if you happen to work in marketing.) Or suggest that the product development department create some new products that reflect our current economic times, such as cloth grocery bags imprinted with the slogan “Don't blame me! I didn't develop complicated financial instruments based on variable-rate mortgages!”

Most important, keep your chin up. This economy means your business has more demand than ever before for performance improvements. These are the times that remind people why they have people like you. Have faith in your company's leaders and in your ability as a performance manager. Relax, even. Have another Milk Dud.

Dan Danbom writes for a number of publications. His latest book is “Humor Meets Your Workforce: Make Laughter One of Your Organization's Goals.”