What are effective ways to deliver bad news to your team?

It’s all in the framing and the context of the situation. Take this: Bad News : Company need to lay offs 5,000 people. It’s unavoidable Company Positive Public Image : ? Generous severance package ? Job counseling ? Resume help ? Make partnerships to provide new jobs at your sister companies Sometimes hard decision have to be made And they should be made with a people first mindset. The framing and communication makes all the difference

One thing I've found helpful is to share the news first with a trusted outside confidant or to discuss it with someone already "in the know", who can help me role-play the conversation and "play Devil's advocate" so that I can anticipate potential reactions, objections, and questions. (Of course, only share confidential information when it's appropriate to do so with someone you are certain will maintain discretion and not share the information.)

Preparing the heart and mind has been essential to effectively delivering unpleasant news in my experience. 1. Tone is important: - How are you coming across? - Tone and body language are very impactful. 2. Mode is important: - 1on1 if possible. - Give team an idea of what’s coming before so emotional response may be mitigated. Ideally, the bad news that is being delivered can be caught earlier before it turns to that. A standard process of goal setting, focus, and consistent accountability can help you catch a slip before the fall.

The first thing you need to do is figure out why the news is bad. Using introspection allows you to get ahead of questions and concerns your colleagues may have. Then you need to work on how you will present this news to your team. Never lie to your team being honest about the situation and being willing to discuss the change will go a long way when it comes to getting people on board. Last you need to approach the news with empathy, realize how it will effect your team as you know them best.

I have found it important to practice the message I am going to convey. If I am stumbling in delivering the message, people tend to get confused. The message needs to use clear language, to the point, whether there is room for conversation, discussion, questions, etc. There are times where there is only a brief time-frame to deliver a message and those factors are important for people to know at the outset. Think of who is receiving the information and how they best operate and what some of their objections might be and try to address those when delivering the message.

The path to exceptional leadership is paved with the stones of honesty, trust, and open communication. It takes courage to be genuinely honest with those we trust and collaborate with. This transparent honesty is more than a communication tool; it's a bridge to deeper connections and more meaningful interactions. Embrace candor, and watch as it transforms not just your leadership style, but the very fabric of your organization.

Avoid corporate jargon and theatrics when delivering bad news. Treat adults with honesty and transparency, providing facts and giving them the space to absorb the information.

In my experience, it's best to get right to the point and skip the small talk. Before delivering bad news, don't engage in typical banter like making jokes about how the other person's favorite baseball team played the night before or talking about how much fun you had that weekend; it can come off as cold and insensitive when your team realizes you knew about the gravity of the situation but put up a casual front at the beginning of the conversation.

Be honest about what you know and what you don't know. People will have questions and you don't want to give vague answers that confuse or concern them. Be clear about what you are certain about and what steps you are taking to get certainty on the rest. Be prepared to update people regularly and to take questions on notice. Communication is everything at this point.

When it comes to having difficult conversations, it's crucial to maintain a delicate balance between honesty and empathy. In such situations, it's important to be transparent, open, and accountable while also approaching the matter with genuine concern. It helps to show respect, focus on finding solutions, and create a culture of trust and positivity. Remember, it's not just the news that matters but also how it's communicated. Positive team dynamics can be shaped in the long run by communicating with honesty, empathy, and respect.

@Dayann Kurtzman-Shepherd -excellent points. It has been my experience that being straightforward without fluff is beneficial. I would add that the judicious use of "our", "we", and "team" can soften and further bond. As others have shared, provide the context and build up identified opportunities for better news. As always, demonstrate the value of all team members by inviting them to further discuss ideas -on the spot and in follow-up emails.

It's always important to share "the why" behind "the what", and delivering bad news is no exception. Not only does it give your team perspective and context, but it helps them feel respected and included!

As an HR leader, delivering bad news to a team requires a blend of honesty, preparation, and empathy. It's crucial to choose a private and comfortable setting for the conversation, be direct yet compassionate, and provide clear context for the decision. Encouraging open dialogue is essential, allowing team members to voice concerns and ask questions. Following up individually shows ongoing support and helps address specific issues. Offering resources for coping and leading by example in resilience can significantly help the team navigate through the challenge. The key is to approach this difficult task with sincerity and a focus on the future, ensuring the team feels supported and understood.

Positioning bad news in the context/point in time is critical to people being able to understand the why of the decision. If people understand why, trust the people making the decision, they may not like it or agree with it, but they can get on board with the decision, or adapt to things more easily. Depending on the group, coupling the positives with the bad news can be experienced as trying to rush people through the process and seeing things through "rose coloured glasses". Keep in mind the news is brand new for your team and you've had some time to process the information.

I might sound a bit cliche but having an open door policy is an effective tool in soliciting feedback and encouraging dialogue after delivering less than favorable news to your team. An effective leader will encourage their team to have consistent rapport regardless of the context.

Be open to hearing questions and use those questions to guide your actions. Questions will tell you what people care the most about and that is the information you should be focused on getting clarity on, not just what you want to say to them.

Depending on the type of news you are delivering, inviting feedback and dialogue on a decision that has already been made can feel fake to participants. I think feedback/dialogue is a step prior to a decision being made is authentic, or how to best implement a decision that has been made. I have seen this aspect of things go very sideways in groups and needs to be done very thoughtfully with the group in mind and framed very carefully.

If you are also affected directly by the bad news, you need to try and understand how your team members may be feeling. If you can show empathy, it may help them realise you are "on their side". If you are not directly affected, you may struggle to be able to win the trust of your team. In this case it is important that you help them access others who will support them: this could be professional or trade bodies (including trade/labor unions), counselling services (your organisation may offer some free sessions as an employee benefit) or their family/friends.

In my experience, support and guidance are things that great leaders offer on-going and it becomes more deep during times of bad news. The context of support & guidance are important considerations, for example, do people need this in a group, or individually, in person, email, etc. Ensure levels of support are available. For example, I notified a group of a team members death, and as an organization, made a professional crisis counsellor available on the day, counselling through the Employee & Family Assistance Program, closed service delivery for the day, made arrangements to have clients receive service in other ways. It was also not mandatory to participate with the counsellor. People are unique and require different levels of support.

Following up and following through after delivering bad news to your team is crucial for maintaining trust and managing the situation effectively. The most important thing is to offer support and a clear path forward. Doing so, you demonstrate your commitment to your team's well-being and the resolution of the situation, fostering resilience and trust within the team despite challenging circumstances.

These tips are very relevant and ensuring you have worked on developing your own emotional intelligence as a leader will help. One way to deliver "bad" news is to use it as a learning exercise to collaborate on. Try using the OSCAR model: O = Outcome - what is the outcome we are aiming for S = Situation - How do you as the leader see the current situation but as important, how does the team/team member C = Choices - what options are available A = Actions - What shall we commit to moving forward to achieve the outcome R = Review - make sure you schedule time to review progress together.

- Be Transparent. Provide clear and honest information about the situation. Avoid withholding important details, as transparency builds trust even in challenging times. - Focus on Solutions. Shift the conversation toward solutions and problem-solving. Discuss what steps the team can collectively take to overcome challenges and work towards positive outcomes. - Express Empathy. Begin by expressing empathy and acknowledging the difficulty of the situation. Let your team know that you understand the impact of the news and that you share their concerns.

People will have preferences on how they’ll best receive news like this and this will vary. Good practice I’ve seen before has been person centred and presented in a way that’s tailored not a one approach fits all. How I work best documents between managers and employees can provide this information to ensure you work and communicate effectively together.

People will have preferences on how they’ll best receive news like this and this will vary. Good practice I’ve seen before has been person centred and presented in a way that’s tailored not a one approach fits all. How I work best documents between managers and employees can provide this information to ensure you work and communicate effectively together.