Delivering bad news and making unpopular announcements
"You have to work during the weekend, you cannot get the promotion that you were expecting, your job has been terminated..." There are all sorts of bad news that a leader has to deliver on almost a daily basis. Many would say that it is probably the most challenging part of their responsibilities. But how can you do it well?
How a leader addresses difficult issues sends a very important message to employees: it requires courage and a well-developed self-confidence to manage these situations. And employees feel more secure if their boss stays calm and sincere with them in times of trouble.
How can you deliver bad news then?
Be available and speak openly, don't sweep the issue under the carpet - There is no point in pretending that there's no problem when there is. Many leaders try to avoid bringing up the difficult subject because they are uncertain if they would be able to manage the emotions that it generates. We have to accept that there will be (sometimes even strong) emotions involved. So try to stand in front of your team and communicate with them as soon as possible, even if it will be uncomfortable, embarrassing, awkward, or painful. Being present is a good opportunity to listen: you can handle negative emotions by paying attention to what the people want to say. Let them ventillate and tell you how they feel.
Be accurate in your phrasing - There is no point in driving yourself in endless, complicated circles of apology and explanations. Try to stick to the facts and don't try to oversimplify the case or make it sound like a piece of not-so-bad news. Share the information that you are allowed to share and be as accurate and objective as possible. General statements (having all, every, none, never or similar words in them) tend to cause unnecessary stereotyping. Don't use unspecific statements like "Be more focused" or "There is no problem with your work, only with your attitude"...
Take responsibility - Firm statements and I messages send a powerful signal of confidence and courage to the listeners. Avoid conditional sentences and passive phrasing. You are a leader, so your role in the situation is inevitable. Take your share from it and don't try to pass the buck to someone else.
Have a vision about what you'll do next and share it with the others. - This is absolutely essential. If you want to lead them through this difficulty, you have to see further than them. And when they look at you asking what shall they do, you have to come up with a viable answer. Communicate what can be the next step, share with them what they can do. It is another great way of handling negative emotions: we feel less stressful if we have a plan and if we feel that there is something that we can do.
Keep your promises. - I guess it is essential, too. They won't trust you if you are only speaking and take no action. Whatever you say that you will do or will happen next, you should do or make it happen.
There is a saying in my country that it is in difficult times when you may get to know the other. I think it is true. How a leader behaves when the situation is difficult tells a lot about his true leadership qualities. It might make or break his career and predict future success or failure. The good news is that leadership communication is a skill that can develop with practice! 😊