The website above had an article in which it talked about bad news by e-mail being the best way to go because it provided more accurate information and it made it less painful for the messenger. I disagree with the article not only because they researched it on a small scale, but because the research does not take into account the fact that the delivery of the bad news in person or on the telephone will always be distorted when the messenger is a weak communicator. It takes skill and training to deliver bad news of any proportion, and if the training is not there the face-to-face and phone delivery of bad news will always be altered.

Meetings were lead by both the centre manager and senior executive. We trained the managers several weeks in advance about how to deliver the news, what to do afterwards (one-on-one meetings), what HR support was available, etc. (note: they signed confidentiality agreements). It allowed them to work through their personal issues prior to being involved in the announcement to employees.

I think the key to the successful announcements is we gave employees several months notice (in one case up to a year) that their centres were closing, provided a TON of HR support and had prepared them well in advance that the closures were a real possibility. This way they were not entirely shocked when the announcement was made. Employee feedback was that they appreciated being treated with respect and dignity through the process. I give full credit to the executive of this team - she has an open and honest communication style.

Knock on wood (tapping my head), I haven’t had to deliver this bad news for several years. But when I did - re-org, downsizing - we issued an e-mail first so everyone had fast access to consistent information.

Managers had Qs and As for when employees came for more info; the CEO had a townhall meeting with staff; there were newsletter articles… All this preceded an intranet.

Cheers.

Just wanted to respond to this that Julie said in the start of this thread. My experience in corporations over 15 years is that people aren’t nearly that sinister–except in some specific cases:-). I find that people in authority of whatever level are very uncomfortable giving any kind of honest news that might not seem positive, much less the kind of bad news we’re discussing. E-mail is a great way to hide from the recipient. Almost like leaving a voice message when you know no one is there. Many leaders simply avoid the practice of ANY frank discussions, so that when the most difficult of conversations happens arises, we shouldn’t be surprised when they are unequipped to deal with with it and run in the opposite direction. This same phenomenon happens in the other direction too, as negativity can take any change and make it the beginning of the end.

As things are rarely one way or the other, most business happens in the middle of extremes, and I find when I’m coaching many leaders, they’re working so hard to find the spin–I think because they think proper business communication is like marketing–that they lose the core truth of the message.

Long way of saying that if you can’t have an honest conversation about business, I would think it’s impossible to expect an honest conversation about bad news. The comms plan and the talking points wear like an ill-fitting suit on the deliverer. I think the readiness plan for bad news should be built into the plan to improve day to day communications, and not stand alone.

William Smith

Communicators who plant the seeds of change and always expect quick results will end up getting the same results as backyard gardeners who plant those ubiquitous Bradford pear trees that look so beautiful this time of year: Fast growth, a flowery show — and a tree that is dead in 10 years. But being quietly subversive, building alliances, introducing new ideas and educating leaders on the benefits of communication — that’s like planting an oak. It might take some time, but the roots will be strong and the tree will outlive us.

I was young, and didn’t push back even harder, but it made me realize that communicators are in the best position to lead the changes we always talk about - and are talking more about - such as integrated communications, brand management, etc. If WE won’t stir the pot, who will? HR? Marketing? The executives? I don’t think so.

If there’s bad news to tell, we should be teaching the executives how to do it. Start with the small stuff, so that you earn their trust, and build up. When it hits the fan, maybe they’ll remember us.

Can’t get a seat at the table in the executive suite? No problem. Be subversive. Know your stuff and be ready to talk to the decision makers in the lunchroom (if they go there), in the hallway or in the restroom! Build alliances with key staekholders at all levels throughout the company. Even when I was young, I spent a lot of time walking around the offices to learn what was going on: even as a communications specialist, I think I was one of the most visible people in the company.

By leading the way, we can help our organizations better tell the good news, the bad news and everything in between.