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Tip 560: Let the facts speak for themselves; Show rather than tell. |
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When delivering bad news about a situation, show up at the meeting with the numbers and results in black and white. Show them rather than tell them. This tactic distances you from the situation. If the individual or group doubts your bad news, welcome their comments about doing their own investigation. In fact, express the hope that they are right and you are wrong; if your information comes into question, encourage them to seek other expert opinions. |
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Tip 561: Find one kernel of good in the bad. |
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Emphasize any positive twist at all. Point out that it's better the company "found out the truth now rather than lose another $50,000 down the road." Mention that at this point they've spent "only two weeks on the projectit could have been two months." Maybe they will "take comfort in the fact that your division is one of the first to know and will not be caught by surprise like others." Suggest that all has not been lostthere may be information or insights that can be salvaged from the experience. Look hard for the grain of good. |
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Tip 562: Sit on the other side of the table. |
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Identify yourself psychologically with the group who is hearing the bad news. Position yourself as one of them so that you will not be beheaded as the bearer of bad news. "I am as disappointed with the situation as you are." "I had hoped that the figures would be different." "I'm just as puzzled as you are about where we go from here." Don't be the scapegoat. |
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Tip 563: Deliver the worst news in person. |
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Don't hide behind messengers and mediumsE-mail notes, letters and memos, committee announcements, press releases, or rumors. The worse the news, the more important that you deliver it in person. Not only will the individual or group be disappointed at the bad news, they'll resent your lack of courage in delivering it face to face. Courage shows up most in the midst of adversity. |
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