The Hindu Business Line : Pass on the news; even if it's bad

Watching the coverage of the Dick Cheney incident a few weeks ago, it struck me that people handle situations that are perceived as negative by delaying their decision, probably hoping that the whole thing will go away like a bad dream. Now, one of the hardest tasks a manager has to perform is to break the bad news. The news could be

* Telling your staff that their jobs are at risk.

* Admitting to your boss that your team targets haven't been met.

* Telling someone they have been passed over for promotion or that they won't be getting the pay rise they asked for.

I was a consultant to an MNC and knew the CEO was leaving. I went to him with a proposal that I would help him in the search for a successor. The CEO, being a genuine friend, immediately told me that this search had been handed over to a very big international search firm. He saved my time and our friendship.

EXPECT HEALTHY RESPECT

However uncomfortable you may feel, the prompt and accurate communication of bad news is critical to organisational performance. The ability to deliver and receive bad news in a professional manner should form a key part of every manager's toolkit. Many people struggle to deliver bad news effectively, not because they are callous, but because they are frightened.

As a manager, while you want to be liked at all times, you have to be realistic and expect a healthy respect instead of blind adulation. It is difficult to say things that you know will upset others, but avoiding giving bad news could be a big problem in itself. Most people feel more at ease communicating positive messages.

Feedback, empathy and appreciation are vital, because people in teams need to know that you appreciate their input and will support them should the need arise — especially in times of work crisis. Delivering bad news to individuals will, at some stage, involve a face-to-face conversation, be it a review of poor attendance, a capability interview or a redundancy consultation. The conduct and outcome of this interview is crucial, so seek advice from your human resources department if you have one. Before speaking to your team member, consider whether you are the best person to deliver the news, or whether a colleague has more direct knowledge and responsibility in the area. However, be wary of using this as a way of avoiding the issue by passing the problem around the organisation.

Pre-plan the conversation

To maximise your chances of success, pre-plan the conversation making sure you have identified the issues and potential problems clearly before talking to anybody else. If you have something difficult to say, rehearse it and consider writing a script setting out the pertinent facts, speaking clearly and directly and balancing the good and bad points. However well you deliver the news, recognise in advance that your relationship with the employee is likely to change as soon as you give your tough news.

When delivering bad news, it pays to be thorough. Explain the situation that has prompted the meeting. Be clear about the severity of the issue. If what you are saying is not such a big deal (perhaps a minor performance issue that you hope to quickly rectify with a quiet word) say so, and explain why you feel it is important to have the conversation. If the news is serious, it is even more important that you make this clear. Above all, make sure you have your facts straight, particularly in circumstances where a serious allegation has been made against an employee.

The higher you progress in your career, the more people will look to you when there's bad news to deliver. While face-to-face communication may seem to be the most acceptable way to deliver unwelcome messages to staff, e-mails can offer a more effective, but less personal means. E-mails can actually increase the honesty and accuracy of the message and reduce the detraction or diversion that can happen in face-to-face or telephone conversations. <167,1p,1>E-mails should be used when conveying the news to a large number of people at the same time. You have to ensure that there are directions on how to get more details and seek advice and support.

FEEDBACK TECHNIQUE

The technique used for giving and receiving feedback can be applied to deliver bad news in a sensitive and helpful manner. As far as possible, you should handle the tough task of conveying the negative tidings yourself.

* Give it as soon as possible. Minimise the time lag between the event/decision and the time it is conveyed.

* Find a quiet, private, comfortable place; avoid making the recipient feel embarrassed or self-conscious.

* Be specific and come directly to the point.

* Check to see if the recipient has understood the facts or situation accurately.

* Demonstrate caring, by sharing your thoughts and listening to the person's reactions or feelings. Express support and explore future courses of action.

Employees understandably prefer to hear bad news in person from a trusted source. The worse the news, the greater is the need for personal contact. If you can courageously deliver bad news, it will not detract from the difficulties involved. Instead, it will ensure that both parties feel that there was a fair and open exchange during the communication.

(The writer, an alumnus of XLRI, is an HR consultant and trainer).