Interesting Shoes

I taught this week in a Stanford executive program called Leading Strategic Execution, specifically on the nitty-gritty of of being a good boss in a bad economy -- especially how to implement hurtful things such as layoffs and pay-cuts in ways that do as little harm as possible to people's dignity, well-being, and productivity.

Today, after lunch, an executive told me a story about how a secretary where he worked walked-up to the boss and asked "when are the layoffs?"  The boss looked shocked and wondered what in the world prompted the question.  She answered  that when something bad was about to happen, he stopped looking people in the eye when he talked to them and looked at his feet instead.  So the codeword in the place was "the boss is wearing interesting shoes today," which they all knew meant that something bad was going to happen. The specific lesson  is to look your people in eye, and the general lesson is that -- especially when people are living in fear -- they watch the bosses every move VERY closely.

What are some other signs you've seen from bosses that bad news is coming?

Comments

[NotanHRGuy]

While I think this applies at all times, it seems to be especially true when times are tough: "In the absence of information, people will assume the worst".

[Walter Underwood]

I worked with someone who survived three layoffs at Atari. The remaining engineers figured out that they brought in smaller vending machines before the layoff. Apparently it was more important to tell the snack vendor than to tell the employees.

[Laurie]

I knew a boss who would walk down different hallways to avoid people.

Many bosses need to be taught how to handle interactions with employees and not just know the information that's coming down. They're supposed to be leaders - leading in good times and bad. Communication is key.

[Mary Skyers]

The number one mistake is to deliver bad news in a Chinese water torture fashion. Make every attempt to take the pain "ONE TIME"so people don't always fear more pain coming every week. Be thoughtful and long-term thinking drafting initial cuts.

[Lesa Caskey]

I think we've all had the occasion to witness a boss who isn't available for a week or so. Lots of meetings and a stressed out appearance. The bad news is coming and it's coming soon when that happens.

[Rod Johnson]

There is an old saying, "No news is good news." This seems to be an automatic default setting for many CEOs. As we know, communication must be elevated in these trying times.