Supervisors often find themselves caught between the proverbial rock and a hard place. As part of the management team, they may be aware of impending corporate decisions that have not yet been announced to employees. They have an obligation not to disclose key information prematurely, yet they are tempted to do so. This ethical dilemma often arises during corporate downsizings, during the period when decisions are still being made regarding which employees to retain and which to release. Assume that a marginal employee—one highly likely to be on your own list of layoff recommendations—comes to you in your role as a supervisory counselor and discloses an array of deep personal problems. Then the individual changes the topic abruptly and asks, “You don’t really think that this company would lay off someone with all of my stresses, do you?” How would you answer this individual?

Supervisors often find themselves caught between the proverbial rock and a hard place. As part of the management team, they may be aware of impending corporate decisions that have not yet been announced to employees. They have an obligation not to disclose key information prematurely, yet they are tempted to do so. This ethical dilemma often arises during corporate downsizings, during the period when decisions are still being made regarding which employees to retain and which to release. Assume that a marginal employee—one highly likely to be on your own list of layoff recommendations—comes to you in your role as a supervisory counselor and discloses an array of deep personal problems. Then the individual changes the topic abruptly and asks, “You don’t really think that this company would lay off someone with all of my stresses, do you?” How would you answer this individual?