Welcome to the Managers Tools.

Today's topic, welcome to they, professional subordination chapter 2, part 2.

Here we go.

Let's talk about this whole private mode, because that's going to be interesting because a lot of folks

are going to use that as an opportunity to share privately what they really think.

That's what people are thinking.

Privately I get to share my real

thoughts with my direct. B.S. Yeah. Well it's just you know your first

responsibility to the firm right? The whole idea they're sports something publicly and then

to not support it privately and to think that you're clever or that well no that's

okay because the company doesn't really monitor my private conversations or I'm entitled to have some sort of different relationship

with people privately than I would publicly. Oh, that's fine. Look, an ethical manager folks

doesn't communicate differently in public than he or she does in private.

Think of this thought experiment. You're a manager, your boss has just told you in a meeting

with your peer managers that layoffs are coming. You're told this is confidential information.

You're given a sense that most of your team is going to be fine.

An hour later you're in a team meeting and someone blurts out I heard a rumor that they're going to

be layoffs is that true by the way if you think that there aren't going to be

questions once you hear trust me there there are no secrets so in this situation you are allowed to say,

I don't know, and even if I did, I wouldn't say so.

Folks, remember, you are not required

to give an honest answer to a question that you are not required to answer.

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