How do you communicate unpopular decisions to your team?

Find out from your manager as to the rationale behind the decision Identify what parts need to be kept confidential and what parts can be shared Before you share the new or decisions, ensure that you have addressed your own concerns and fears Explain the decision and be upfront of the impact Attempt to look forward to the future and frame the situation as a short term event Allow team members to vent and listen empathetically Reiterate key steps to be taken and share that you are available to address any concerns one on one

A leader should always earn his team's trust and when a challenging situation arises you will have the team support. You need not make a story around the situation and give the team an accurate picture and ensure that the member's interests are taken care. People are more worried about the impact of such decisions rather than what they have to do to come out of it.

Team involvement when implementing unpopular decisions is essential to a team's positive acceptance of the decision. Some people are more apt to be receptive to changes if they are part of the process. Making people feel valued is critical to receiving optimum engagement in organizational decisions. Otherwise, team members may adhere to the decision, but may also become disgruntled. Employers do not receive high-quality performance from disgruntled employees.

Clarity is kindness. Remember this always as a leader, especially when you have to communicate unpopular news or changes. Waiting to communicate or failing to communicate won't make it any better, but being clear, transparent and timely can at least convey respect and consideration. It also helps your team move to acceptance versus ruminating on the possibilities.

Clearely but with empathy. Hamburger. Even if there is a bread on top and bottom, the meat and salad has to be real and tasty. And You still need to remember that You are offering an hamburger to the vegetarian. So try to use balanced arguments and not offending the listener.

In my experience, leaders sometimes hope that once will do, because they don't want to feel the discomfort several times. But it is vital to repeat the message/decision several times and follow it up with a vision, how this decision makes things better in the future. When distressing messages are shared, people's ability to hear and comprehend sink due to emotional overload. This is why you need to repeat the message several times.

It is very important to ensure and make team member confident enough to support that unpopular decision. Team needs to think differently and they need to be taught to take this as an learning experience. The idea may succeed or may fail, but team need to feel that they are the part of this and it is either a win or a learning. With this focus the desired result could be achieved. But it is not all about success, it is also about a learning which would help in navigating and nurturing the best decision for the organization. So it is important team should teak the idea forward with all energy and enthusiasm. And a failure could be appreciated and awarded so the organization could be certain on what not to do.

Leaders must plan for extra time to support their team. The amount of interactions that is normally suffiecient, in times of turbulent change no longer satisfies the team's and team members' needs for support and safety. Leaders need to keep this in mind when planning their own days, and allow a buffer to accommodate team's ad hoc communication and support needs.

What has often worked for me is invoking the 'Five Cs'—Context, Clarity, Consultation, Consistency, and Compassion. Firstly, Context is crucial. The 'why' must be clearly articulated. Clarity eliminates ambiguity. Plain language and direct communication are indispensable. Consultation shows you value the team's input, which can turn resistance into collaboration. Consistency in communication helps maintain focus, especially in times of change. Compassion should underpin every interaction. Acknowledging the emotional toll of your decisions proves you're not just leading the work; you're leading people.

Be vulnerable: Show how the decision affects you but still needs to be done. Demonstrate how you are processing it. Allow for resentment: Its common to face resentment with unpopular decisions. Give your self permission to experience them instead of avoiding or resisting.

Involve other stakeholders who may be critical in supporting the team early in the process. Change can be difficult to navigate but when your team knows that their valued stakeholders are involved in the process, the stress level may be manageable. Of course, consider privacy and confidentiality. And check in, check in and check in. Knowing that you’re there with them throughout this journey ensures appreciation, respect, and genuine support.

Consider that due to organisational power dynamics, the team members often take a bigger hit in the sense of safety than leaders. As a leader, do not overempasise your own hardship. Find a balance to convey that you are in the same boat, but also leading the team out of the turbulence.