The only reaction Peter shows is to widen his eyes and part his lips slightly, as if he is taking a deep breath. Perhaps his body is demanding more oxygen because his heart rate has increased.
"No matter which executives stay and what they do, keep up the pressure. I will target the most vulnerable executives with defiant acts unrelated to job performance such as insubordination and not showing up for work. Almost immediately, those vulnerable executives will begin making dumb moves. We focus people"s attention on those dumb moves while diverting attention from the sale." Sliding forward, I ask, "Have you told any executives about your plans to cut staff?"
"No," says Peter, his blue eyes glistening, "but they do know about remodeling."
"Announce the reductions in force, the RIFs, privately to the new CEO. Tell him to have the executives provide him with a list of ten percent staff to cut within five business days. The executives will ask him when he plans to make the cuts, but tell him not to answer. Once he has the list, tell the CEO to order Human Resources to begin cutting those staff that weekend, without telling the rest of his executive team."
"Casinos are busiest on weekends. Cutting staff then would cause havoc," says Peter, staring at me.
"Exactly," I say, watching the realization in his expression. "It"s just one more dumb move by a desperate executive. When the media asks about it, deny any knowledge."
"The news media won"t believe that."
"They will if you pretend you"re covering for a CEO desperate to make target numbers for a bonus," I say, holding his gaze.
Frowning, he asks, "Why would I cover for such an idiotic move?"
Count three seconds and say, "Because it would reflect poorly on your judgment to replace a chief executive so quickly after promoting him."
Watching his face, his body language, I guess that he is imagining the scenario I have described. Press on by asking, "Have you told any executives about your plans to sell Doc's Place?" When he shakes his head, I say, "Don't tell them until remodeling is almost finished, and then tell them to keep it out of the media." Resting my palms on my knees, I say, "Lots of details to work out, but that should do it."
Peter is sitting absolutely still. He asks, "And why will this plan work?"
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