{"id":38807,"date":"2017-11-14T04:45:39","date_gmt":"2017-11-14T10:45:39","guid":{"rendered":"https:\/\/michaelhyatt.com\/?p=38807"},"modified":"2017-11-14T04:45:39","modified_gmt":"2017-11-14T10:45:39","slug":"deliver-bad-news","status":"publish","type":"post","link":"https:\/\/fullfocus.co\/deliver-bad-news\/","title":{"rendered":"The Best Way to Deliver Bad News"},"content":{"rendered":"

If anything is certain in leadership\u2014whether you\u2019re leading a large company, a mid-sized team, or a family of four\u2014it\u2019s that bad things will happen. Ultimately, you will bear the responsibility of sharing the news.<\/p>\n

Shouldering the burden is the mark of a leader committed to gaining control of an unfavorable situation before it devolves into utter chaos. \u201cIn most cases, the person who is slated to receive bad news already knows it\u2019s coming, but rather than facing it, he puts his head in the sand, pretending not to be seen and hoping it will go away,\u201d says Marian Thier<\/a>, an executive coach who works with senior-level executives and high-potential employees at Fortune 500 firms.<\/p>\n

\u201cThat results in a lack of communication, isolation, and low performance\u2014probably the very things causing the bad news in the first place,” she says. “The problems will only fester, grow and make it less possible to rectify if avoided. The closer to a problem situation, the closer bad news feedback should be.\u201d<\/p>\n

Unfortunately, knowing the importance of delivering bad news in a timely and effective manner doesn\u2019t actually produce the know-how to do so. But the following tips can help.<\/p>\n

Don\u2019t<\/em> be vague in your messaging<\/h3>\n

Delivering an unwelcome message is never easy, and it can be tempting to pad the dialogue with unnecessary praise that may obscure the key point. One specific example of this is called the \u201csandwich method,\u201d in which employers are instructed to couch bad news between two compliments or other positive remarks. (For instance, \u201cYou\u2019ve been a valuable employee for four years, but we have to let you go, even though I\u2019m sure you\u2019ll find another job and we\u2019d be happy to put in a good word for you.\u201d)<\/p>\n

While noble in its efforts, this approach can often create confusion and make it less likely that the receiver will actually understand the gravity of the news being delivered.<\/p>\n

\u201cThe purpose of delivering bad news is to gain a mutual and clear understanding of the situation, what has gone wrong, and any next steps,\u201d says Thier. \u201cStarting and ending with good news obfuscates that intention and minimizes the importance of the bad news.\u201d<\/p>\n

Don\u2019t<\/em> try to be overly compassionate<\/h3>\n

If not using the \u201csandwich method\u201d specifically, some leaders may also find themselves over-talking in tense moments in an attempt to find the right thing to say to ease any discord between themselves and the other party. This, too, is pointless, says Jean Palmer Heck, author of Tough Talks in Tough Times<\/a><\/em>.<\/p>\n

\u201cNothing clears the mind faster than getting bad news,\u201d Heck explains. \u201cWhen people hear it\u2014no matter what else they were thinking at the time\u2014all communication processing shuts down. You can keep talking, but the other person won\u2019t hear what you are saying.\u201d<\/p>\n

Not only will this excess dialogue fail to add anything of value to the conversation, but it can actually backfire and heighten any tension in the air. Heck suggests remaining quiet while giving the other person time to process the information. And it\u2019s often a good idea to let the other person have the last word. According to Thier, \u201cThe deliverer of the bad news has the power and control of the conversation, so it might reduce tension to give some of it up to the recipient.”<\/p>\n

Do<\/em> plan what you\u2019re going to say in advance<\/h3>\n

To avoid any inclination to ramble and make an already difficult conversation exponentially harder, preparing in advance is key. To this end, There has developed a communication model that she shares with clients faced with the task of delivering bad news. Each bulleted point frames a key discussion point and serves to keep the deliverer of bad news focused throughout the conversation:<\/p>\n

    \n
  • Define the purpose of this conversation (e.g., to tell an employee that her job will end in two weeks).<\/li>\n
  • Explain the behaviors\/actions that lead to this decision (e.g., \u201cYou owe three reports to Finance that are now four weeks behind schedule\u201d).<\/li>\n
  • Ask for a response to any presented facts (given the particular conversation, this step may not be necessary).<\/li>\n
  • Give additional facts (given the particular conversation, this step may not be necessary).<\/li>\n
  • Share next steps (e.g. \u201cHR is aware of the situation and is expecting you to make an appointment with the department immediately\u201d).<\/li>\n
  • Check for understanding (e.g. \u201cSo we are clear, please repeat what you heard and what your next steps are\u201d).<\/li>\n<\/ul>\n

    Do<\/em> prepare to follow up<\/h3>\n

    In Tough Talks in Tough Times<\/em>, Heck details her CHECK system for delivering bad news in both professional and personal settings. And one of the system\u2019s core tenets is the idea that tough talks typically involve a series<\/em> of conversations, as opposed to a single discussion.<\/p>\n

    \u201cIt may be understandable to consider a tough talk the demise of something, like a job or a relationship, but it should also be thought of as a new start or a new beginning,\u201d says Heck. \u201cEveryone involved directly or indirectly in a tough talk will move forward\u2014that\u2019s a given. But the time it takes to adjust and adapt to the new situation will vary with the individual personalities and the circumstances surrounding the event.\u201d And those adjustments and adaptations often require additional leadership.<\/p>\n

    Using an example of a fired employee, Heck notes that even after the terminated individual has left the company, there may still be questions to answer and concerns to address amongst remaining staffers. \u201cIn the absence of giving employees answers to their questions, rumors will run rampant,\u201d she explains. \u201cRumors take a toll on productivity and morale, but a follow-up to bad news, if handled well, can actually help in motivating a workforce to pull together and succeed.\u201d<\/p>\n

    In short, adds Heck, \u201cIt\u2019s essential to understand that one conversation will not take care of all the subsequent issues, reactions and problems.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

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