Therefore, this article suggests a communicative solution based on impression management. According to Abz Sharma and David Grant, impression management has four phases: framing, scripting, direction and performance (Sharma & Grant, 2011). This framework implicitly views management as a communicative relationship between people within the organization. Leaders are actors who perform in front of their employees (audience). The following is an explanation of the four phases of impression management and how they apply to Carole's case. To begin, Katherine Miller defines framing as “a way of managing the meaning in which one or more aspects of the topic at hand are selected or highlighted in relation to other aspects” (Miller, 2015). The leader dictates how the organization perceives the events that occur within the organization. Carole must do it in the situation in which she finds herself. Carol's next step should be to contact everyone involved at the previous meeting and attempt to organize a "town hall." Rather than viewing the “state of the school” incident as controversial, she can present it as an opportunity to create meaningful dialogue. This is an appropriate next step because, currently, staff may view the event as the last straw; an event that completely undermined Carol's authority. However, if Carole frames it correctly, it becomes an opportunity to take back control. Following the framing is the act of scripting. The script, according to Sharma and Grant, “identifies the actors, the use of rhetorical devices (dialogue), and the physical and emotional cues that give meaning to the communicative event” (Sharma and Grant, 2011). The script is concerned with what is said as well as what the audience feels. During this public meeting, Carol must engage in an ambitious dialogue. She needs to talk about how they are shaping the future of