Should I Deny All Knowledge of Questionable Decisions?

Last Updated Apr 28, 2009 1:57 PM EDT

Dear Stanley,
My company has been going through a lot of turmoil lately, and it became necessary for me to toss one of my colleagues overboard in order to save my own skin. Some questionable decisions were made, and I was sort of in the know on most of them, but I had to deny that knowledge later and make it look like he was totally responsible. Now he's mad, and he's talking to the newspapers and promising to stir up a hornets nest both in the press and at our annual shareholders' meeting, which is coming up. Is there anything I can do?

Dear Ken,

I don't think so. Perhaps you should have remembered the old adage about being nice to people when they're on their way down. As it is, you've both staked out your positions pretty clearly, so I guess you'll have to stick with your story for the duration. I guess it might be helpful to remember that the public has a profound case of Adult ADD and can't keep any one thing in its mind for more than sixteen hours. Let's hope that Britney or Lindsay does something interesting on the day you have to meet with your shareholders. Or that swine flu thing gets worse. Good luck!