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But the worst-case response to a tone change like this one is to hear crickets, says Virginia Healy-Tangney, a lecturer at MIT's Sloan School of Management. After all, there's nothing more frustrating than getting no response when you're angry.
Strong language can function as an effective wake-up call. Earlier this year, Nokia CEO Stephen Elop got the world to pay attention to his company again by the way he framed its current crisis. Elop said Nokia (NOK) was like a person standing on a burning platform and would have to jump into icy water to save itself.
強硬的措辭能夠起到警醒的作用。今年早些時候，諾基亞（Nokia）CEO史蒂芬?埃洛普坦言公司當前所面臨的危機，成功喚回了外界對公司的關注。埃洛普稱，諾基亞公司就像一個人，站在熊熊燃燒的平臺上，為了自救，唯一的選擇就是跳進刺骨的冰水中。
Leaders in crisis mode sometimes have to convey anger or aggressiveness to appear relevant, says Healy-Tangney. She remembers when Ronald Logue, then-CEO of State Street, her previous employer, spoke to the company about the massive layoffs he was forced to make because of the financial crisis. He was angry about the situation, and he conveyed it. Despite hearing tough news, employees responded well to the speech, Healy-Tangney says.
海利?湯尼稱，有時候，身處危機中的領導者需要通過傳達自己的憤怒或表現得咄咄逼人，讓自己看起來與聽眾感同身受。她想起自己之前的老板、時任道富集團（State Street）CEO的羅納德?羅格。當時，道富集團要進行大規模裁員，羅格稱由于金融危機的影響，自己也是被逼無奈。他對當時的情況憤怒不已，并且毫不掩飾自己的情緒。結果，海利?湯尼說，雖然裁員并不是好消息，但員工對羅格的話卻反響很好。
