How to Be a Good Boss in Trying Times

Leaders who own tough choices and communicate them directly are the ones who keep teams functional in a crisis. Sutton and Rao argue that a boss should never pass the buck when layoffs or pay cuts happen; the leader must be the one to deliver the news and accept responsibility. This approach builds trust and prevents the damage that comes from anonymity.

The article cites Bird's abrupt Zoom layoff notice and Carta's CEO Henry Ward taking personal blame as contrasting examples. When leaders like Ward say "the only person to blame is me," they model accountability and give employees a clear narrative, reducing rumor-fuelled anxiety.

Compassion and predictability are presented as equally critical. Brian Chesky's memo to Airbnb staff combined genuine empathy with concrete support, while research from Seligman and others shows that predictable information-such as confirming job security for a set period-mitigates learned helplessness and health risks. Managers can therefore protect morale by offering regular updates and realistic assessments.

Finally, the piece stresses watching one's own tells, building community for remote workers, and fostering psychological safety so bad news can surface. Examples from Pixar's "black sheep" hiring and fast-grant initiatives illustrate how crises can become innovation windows when leaders create an environment where dissent is safe and opportunities are actively sought.