Unwanted Hugs from Strangers

As hugging gains increasing acceptance at work, two classes of unwanted hugs have become especially vexing. The first are unwanted hugs from well-meaning strangers. The second are ICBHs: Intercontinental Ballistic Hugs. ICBHs are usually delivered without warning, by people you might or might know, and who don't care one whit whether their hugs are welcome. I'll deal with ICBHs in a future issue.

The unwanted hug from a well-meaning stranger is problematic because the stranger means no harm. He or she probably wants to do what's expected, and simply misreads the situation. To avoid the awkward moment, we must make our preferences so clear that misreading becomes nearly impossible.

Here are three suggestions for deterring unwanted hugs by making your preferences clear. These tactics assume that you're meeting in an office or conference room. You might have to tailor these suggestions for other situations.

Post a "Hug-Free Zone" sign

You know, the word "Hugs" inside a red circle with a diagonal red line through it. Put it in a very prominent place. If people ask what the sign is about, you can refer them to the advice from the U.S. Centers for Disease Control about swine flu prevention. By the way, this is quite serious medical advice, and it's probably good practice for anyone who deals with large numbers of strangers.

Say your good-byes across a desk, table, or other obstacle

When dealing with strangers, departure is For strangers, departure is
the moment of greatest
risk of unwanted hugsthe moment of greatest risk of unwanted hugs. By extending your hand for a handshake across a relatively insurmountable obstacle, such as a desk or conference room table, you effectively eliminate the hug as an option. In rare cases, your partner will sometimes try to walk around the obstacle for a hug despite your obvious reluctance. That's your cue to move in the other direction if you can. Choose your seat initially, or re-arrange your office furniture, to avoid being cornered.

If meeting in your office, call for re-enforcements

If you're meeting in your office privately, as for an interview, and you're coming to the end, refrain from indicating that the meeting is ending. Arrange in advance with your assistant or a colleague that you'll phone him or her with an appropriate code phrase such as "Hello Gene, OK." That's their cue to escort the visitor out, or to a next meeting as appropriate. Make the call while still seated, and let the arrival of your guest's escort be the first indication that the meeting is ending. Then stand, and say your good-byes across a desk or other obstacle.

The general principle here is that it's easier to stay out of trouble than to get out of trouble — a useful approach in much of Life. I'll say good-bye now, without a hug.  Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Group Problem-Solving Tangles

When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.

On Advice and Responsibility

Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail risk. How can this happen, and what choices do we have?

Impasses in Group Decision Making: IV

Some impasses that develop in group decision making relate to the substance of the discussion. Some are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?

Columbo Strategy

A late 20th-century television detective named Columbo had a unique approach to cracking murder cases. His method is just as effective at work when the less powerful must deal with the powerful.

Downscoping Under Pressure: I

When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common antipatterns involve politics, the sunk cost effect, and cognitive biases that distort estimates.

See also Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming August 13: Leaving High-Touch Jobs: How

High-touch jobs require that we work closely with colleagues, teammates, clients, or suppliers. Because choosing to leave such a job affects all these people, and the person departing, we would do well find a path that respects all involved. Here are some suggestions. Available here and by RSS on August 13.

And on August 20: Earned Value and Goodhart's Law

Earned Value Management, widely used approach to project management, is most useful in contexts in which estimators are familiar with the Tasks, the Technologies, and the Teams. But even then, it is vulnerable to the tactics of those who game the metrics. Available here and by RSS on August 20.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info