Making bad news easier to swallow
By Alan King
Communicating difficult or unpleasant information to employees is not about how eloquently you speak, but rather how clear and sincere you deliver your message.
Many managers make the mistake of assuming there is a way to ‘soften the blow’ and make bad news feel better. They use words to express their personal regret ('I’m sorry ... I wish there was another option') or imply forces beyond their control as the cause of their actions ('we are a victim of the credit crunch'). Some even seek shelter with others ('every company in our market is facing the same decision').
While these words may, in fact, be true, they generally provide more solace and comfort to the giver than the receiver. Whether directly or indirectly impacted, employees require clear, concise and unemotional information. They look for answers to the questions of what, why, when and how:
- What is happening to me?
- Why is it happening to me?
- When will it happen?
- How will I be affected?
All other information - no matter how well meaning - is superfluous and can often do more harm than good by confusing or over-complicating the message. The following are some commonsensical guidelines.
Planning communication is essential
Even when time is at a premium, it is critical to develop a plan and process to deliver information to employees. The plan should include:
- How you will communicate to employees - individually or in groups;
- Who will deliver the communication (HR, managers or senior managers);
- When the communication will happen;
- What exactly will be said.
Review the plan for consistency and clarity; make certain that all those involved are prepared and understand their specific role.
It’s important to communicate appropriate information to the appropriate group of employees. For example, if your communication impacts employees differently, never attempt to create a ‘one size fits all’ message. In redundancy situations it’s a common mistake to put more focus on employees losing their jobs, than on those remaining. In reality, both need equitable (but different) attention and support. Failure to recognise these differences can create serious and long-term damage to the engagement, morale and productivity of the remaining staff.
Be concise
When delivering information verbally, make certain to keep your comments short and to the point. Do not ‘build up’ to a conclusion, but rather state the purpose of your communication at the beginning. Your employees are far more likely to ‘hear’ what you have to say if they are not trying to anticipate your next sentence.
Your staff may already have a sense of what is about to happen; they are at the frontline of your business and are experiencing directly what you see from a corporate perspective.
Provide clarity
Make time for questions – but only if you’re prepared to provide answers. There is nothing more aggravating or disheartening than being offered the opportunity to ask questions only to receive incomplete, inconsistent or inaccurate answers.
In group presentations it is helpful to put together a panel of representatives from various departments and functions (HR, finance and senior management). Following the initial announcement, provide employees with the names and contact information of any individual or organisation that may provide them with further information or support. This could include internal HR and department contacts, benefit providers and outside support agencies. It is good practice to check these contact details are accurate before giving them to your people; take time to test numbers or email addresses.
Get it 'write'
Put it all in writing. The emotion of the moment often makes it difficult for people to fully understand what is being explained to them. At the best of times, each of us process information differently. Therefore it’s useful to provide employees with a hardcopy of all verbal communications, as well as plentiful amounts of other support documentation.
An ongoing Frequently Asked Questions (FAQ) resource is a helpful tool to capture and share employee questions. Seek outside support to develop this. Many organisations offer an employee assistance programme (EAP) as a component of their benefit package. This can be an invaluable resource to both employers and employees. To the employer, EAP staff can assist in reviewing the communication plan and setting-up both onsite and telephone support for employees during and after the announcement.
To the employee, an EAP service extends not only to themselves, but also to their families – a recognition that that impact of a communication often goes beyond the initial recipient. In addition to emotional support, EAPs typically provide access to career transition, finance and debt counselling.
Alan King is Managing Director and President of Workplace Options. He brings more than 25 years of business development, marketing and operations experience to Workplace Options, with much of this time spent in Employee Assistance Programme delivery and management. In 2007, Mr. King was recognised by Human Resource magazine as one of the
