Would You Want to Know?

Leadership Lessons from ‘the Death Lady’

Let me be clear: “Here One Moment,” written by Liane Moriatry, isn’t a leadership book.

 

It’s fiction. Pure fiction. The kind I reach for on vacation when I want to unplug from strategy decks and operating models and lose myself in a story. But even while at the beach or lounging poolside, I find it difficult to turn off my communication lens.

 

Instead, I find myself watching characters closely, listening to how they speak, what they say, what they withhold, and how they respond when the unexpected happens.

 

Liane Moriarty’s latest novel proved no exception. In fact, the book got me thinking about leadership communication and the way we share difficult (and potentially unwanted) news.

 

The Premise (No Spoilers, Promise)

Imagine you’re on a routine flight when an ordinary woman strolls down the aisle. Calmly, without emotion, she points to each passenger and announces the cause and age of their future death. No explanation. No conversation. Just the unvarnished truth.

 

She’s known only as the Death Lady. And her presence turns a simple plane ride into a psychological tailspin for the passengers.

 

In “Here One Moment,” Moriarty blends a surreal premise with deeply human reactions: denial, panic, reflection, cynicism, clarity. For those of us in leadership or communication roles, her characters reveal a striking parallel to how people respond to hearing difficult news or engaging in tough conversations in the workplace.

 

When leaders deliver news about mergers, layoffs, restructuring, poor performance, or personal feedback, we become our own version of the Death Lady. What we say, as well as how and when we say it, influences how others respond and whether they move forward, freeze, or fall apart.

 

The Power of Unwanted Truths

Some passengers scoff at the Death Lady. Others believe her instantly. A few change their lives because of what she says. Their reactions—spanning panic, resistance, grief, and transformation—mirror how employees and stakeholders respond when we share difficult news.

 

How often do we see this same emotional spectrum when we announce organizational shifts, roll out change initiatives, or deliver tough feedback?

 

The novel reminds us: the message may be clear, but the response will never be uniform or predictable.

And that’s where true leadership begins.

 

3 Takeaways from a Fictional Flight

1. The Messenger Matters as Much as the Message

Cherry, the Death Lady, appears unremarkable. Her delivery is flat. She neither personalizes her words nor softens the blow.

 

And yet—her message lands.

 

Why? Because she isn’t performing. She’s authentic. She isn’t manipulating. She isn’t selling. Her neutrality gives her credibility. She doesn’t seek influence; therefore, she earns it.

 

As leaders, our own credibility often determines how a message is received. People evaluate us as much as the news we bring. Are we trusted? Are we consistent? Are we seen as fair?

 

Sometimes the most powerful messages come from people who are authentic and lead with presence, not polish.

 

2. People Need Time to Process

Passengers respond in wildly different ways. Some rush to act. Others freeze. A few lash out. One even finds unexpected peace.

 

The same happens in organizations. Change hits people differently based on experience, emotional state, and trust in leadership.

 

When we announce restructuring or cultural shifts, we can’t expect instant understanding (or instant support). Strong leaders provide multiple touchpoints for information and reaction. They don’t just inform; they create space to process and time to reflect and ask questions.

 

Effective communication isn’t a broadcast, sent once and done. It’s a process, and people need time to move through that process. Message sent and delivered. How was it received? Is clarification needed?

 

3. IMHO Cherry Missed the Mark

Cherry delivers the same truth to everyone, in the same tone, with the same timing. While her message may be accurate, her method is harsh, impersonal and lacks empathy.

 

From a communication standpoint, it’s certainly efficient. It’s often how companies deliver difficult news because it’s easier (on them) and takes less time. However, I believe this is a miss.

 

Not everyone is ready to hear difficult news in the same way. Some need privacy. Others need context. Some want time to prepare (especially leaders who will want to support their teams). Others want it straight.

 

Equal isn’t Always Equitable

As communicators and leaders, our responsibility is to understand the human on the other end of the message and adjust accordingly. Truth delivered without care may be remembered for the wrong reason.

 

Just because you can doesn’t mean you should. When it comes to communication, there’s efficient and effective. Prioritize efficiency when dealing with processes but effectiveness when working with people.

While we strive to achieve both, we often must sacrifice some efficiency to ensure effectiveness… especially when we’re communicating news that’s difficult to hear.

 

AL’s Actionable Insight