Good tips for delivering bad news

January 27, 2017

Asian Businesswoman Leading Meeting At Boardroom Table

No one likes to deliver bad news. You can’t serve in a corporate communications or managerial role without delivering bad news at one point or another. One day you may be writing messaging to announce a reduction in employee benefits, a company merger, a restructure or reduction in force. Being prepared and having the right materials to help deliver the news is essential.

Be sure to consider the intent behind your messaging, but also carefully consider who will deliver it. This is a great opportunity for communications teams, leaders and managers to work together to ensure these types of announcements are effectively written and delivered so they can be accepted and fully understood by employees.

Here are some tips to help plan ahead:

Enlist direct supervisors to deliver the message: Most employees prefer to hear bad news rather than read about it. As much as a manager would rather send an email, an in-person delivery is critical. By speaking directly to their team, a manager can use positive body language (standing up straight, looking employees in the eye) and a warm tone to convey transparency and empathy to soften the news.

Create comprehensive materials: Don’t send a manager into this situation without talking points. When drafting the messaging, consider what questions employees will have, and what they need to do next. Draft a robust Frequently Asked Questions (FAQ) document. If an unexpected question arises, suggest that the manager will come back with an answer. Your FAQ can be easily updated in real-time and stored on a shared drive so employees can refer to it as needed.

Determine the timing: When breaking news to a global workforce, choose a time when as many employees as possible can hear it simultaneously. This will mitigate the news getting out and rumors spreading before the official message can be conveyed.

Encourage managers to listen and follow up: After sharing bad news, ask managers (and Human Resources) to have an open door policy so employees can vent or ask more questions. Proactively follow up with employees to make sure they understand their next steps and are feeling supported by the organization moving forward.

By carefully writing communication materials and preparing managers, you can ensure that bad news doesn’t derail morale and that employees will walk away informed, knowing they can trust their manager and the company to be upfront.

Author: Ashlee Goodman

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Eight Work-From-Home Etiquette Tips

Eight Work-From-Home Etiquette Tips

Whether telecommuting is old hat or something you’ve been forced into as part of the COVID-19 shutdown, here are a few tips to make the experience run smoothly for both employers and employees.

Managing expectations

Successful work-from-home strategies always begin with clearly communicated expectations. Make sure your employees have any necessary equipment, tools and resources. Will they need to track their time? Participate in regularly scheduled meetings? Be available at certain times of day? For employees, know what you’re accountable for and clearly communicate any challenges you’re having.

Constant communication

Keep the lines of communication open and be accessible. Check in with employees regularly through apps like Slack, Microsoft Teams, Google Hangouts and Skype, or even an old-fashioned email or phone call. Be genuinely interested in how they’re doing but don’t overdo it. Foster a feeling of trust by not micromanaging.

Nine to five…ish

While having a daily schedule is ideal, it may not always be practical right now. Make sure your people know when you need them to be available and try to offer flexibility at other times. They may be juggling school schedules as well as work schedules and working at “off-shift” times may be necessary. Be mindful of employees in different time zones as well.

For employees, try to work when you’re at your best, and not when you’re exhausted by kindergarten playtime and fourth grade math. Make sure people know if you will be unavailable at certain times.

Taking a break

Getting up and moving clears the head and helps with creativity and problem-solving. Whether it’s a walk around the block or a break for lunch, make time to get away from your desk throughout the day.

Signing off

Working from home does not mean being available 24/7. Set an actual end to the workday if possible. Don’t send and respond to messages at all hours. Sign out of messaging apps and close work programs. Understand and respect these boundaries.

Location, location, location

When setting up a home office, think about where you will have the fewest distractions – for yourself and for those who may be seeing you and your background on a video conferencing platform. Try to avoid busy spots that may include semi-clad people walking behind you, barking dogs and kids vying for your attention.

Conferencing and calls

Be clear about whether you expect people to turn on their cameras during meetings. If so, be clear about how they should be dressed. During calls, mute your phone when you’re not talking to avoid background noise. Headphones can also help with call quality. When speaking, pause frequently so others can participate in the conversation.

Social engagement

It’s ok for managers and employees to have some down time together, which may help ward off feelings of isolation. Keep up your normal level of interaction, perhaps with a virtual coffee break or happy hour. Managers should set the tone for how casual to be. Let employees choose what they would like to share, and never pry into areas that were off-limits before.

Author: Erin Alderfer