How we handle communication with employees and customers during difficult times, especially when delivering bad news, reveals a company’s priorities and can make or break trust between managers and their teams. Even if the news is unfavorable, there is still a way to approach it with empathy. When it’s time to be the bearer of bad news, I recommend thinking about it in three phases – before, during, and after.
Before reaching out to the team
Prepare both emotionally and logistically. What kind of questions will you be asked? How much information can you share? What are your team’s options? These are important things to consider, and I often prepare a list of questions to practice and help navigate even the most difficult questions with confidence. Also think about options or opportunities that may assist the team in moving forward. During all of this preparation, it’s essential to also take care of ourselves. When we are delivering bad news, especially when we don’t agree with the decision, we need to manage our stress, take deep breaths, and be mindful of our emotions so we can approach the conversation feeling balanced.
During the conversation
Be clear and avoid mixed messages both verbally and non-verbally. Pay attention to body language; crossing our arms might make us seem aggressive and fidgeting our fingers can make us come across as nervous. These cues will conflict with the calm and composed environment we’re trying to create. Make sure to also explain how the decision was made to demonstrate that the process was thoughtful. Then, focus on the future. When possible, share options that might help the team to keep perspective, but don’t make empty promises. Throughout the whole conversation, be empathetic and pause and listen to the team as they provide their feedback. Reflect on how they’re feeling and make an effort to connect with them.
After communicating difficult news
Following up is critical. If you promised something – do it. Also take the opportunity to reflect on how the conversation went to determine areas of improvement.
Of course we hope we won’t have to continually deliver bad news, but it’s better to prepare and learn from past conversations to make the process easier in the future.
Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.
Reach her at DimaGhawi.com and BreakingVases.com.
