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Tips for Breaking Bad News

At times managers are required to deliver bad news. The reasons can vary widely, from the death of a coworker to an imminent layoff or a major problem affecting the future of the organization. Recipients of the news will remember how it was delivered as much as they will remember the content. Therefore, managers must take measured steps when delivering such information.

Not surprisingly, research on the most effective ways to deliver bad news originated from the health care field. Doctors and nurses are frequently required to communicate grave news about their patients to family members. The research found certain factors that family members most appreciated when health care professionals shared such serious information. Those factors were the speaker's attitude, privacy, clarity of message, and the speaker's ability to answer questions. Those findings can be applied to the workplace to help managers determine the most effective way to deliver bad news.

Attitude

Depending upon the situation and available time, managers should first consult with senior management, staff from human resources, or the employee support program. Getting additional points of view, new information, and practical advice will help managers prepare for the meeting.

While planning what to say, managers should think about the perspective of those in the audience. It will be useful to figuratively step into employees' shoes and imagine how the news will affect them. By shifting their perspective, managers will be receptive to experiencing empathy. Empathy is the capacity to understand an individual's emotional reactions. Being able to empathize will help a manager prepare for the audience's responses and consider different approaches or solutions to offer during the meeting.

A manager may also have been affected emotionally by the news. If so, acknowledging that fact and setting aside some time before the meeting would be prudent. Taking a few deep breaths, an opportunity for quiet reflectionor a quick walk should help reduce the impact of the news. Projecting a calm demeanor to the group will be critical.

Setting

Whenever possible, holding the meeting in a room with a door is optimal. If it is a meeting or conference room, a generous amount of time should be blocked out. Participants won't want to be interrupted by another group that booked the room right afterward. If space is limited, the manager should find an area that is more quiet and removed from customers or unaffected staff.

The manager should attempt to minimize distractions, including turning off their cell phone, other communication devices, or loudspeakers. The manager may also wish to ask the audience to turn off their cell phones while in the meeting.

Blocking out enough time in the schedule will allow the manager to continue speaking to people who may still have questions after the meeting. This is an important time to be as available as possible.

Message

The manager should speak to the group with open body language (e.g. direct eye contact, relaxed arms). It may help to begin with a statement that allows people to be forewarned and mentally prepared. For example, the manager can say, "Unfortunately, I have bad news," or "I am sorry to have to tell you some bad news." The manager should pause before continuing, but only for a few seconds.

The information should be given honestly, compassionately, and simply, without being overly blunt. The manager should be clear and direct without giving lengthy introductions, historical digressions, or speculations. False sympathy, euphemisms, or overly technical language should be avoided.

If a death or major accident occurred, the manager should inform the group about the employee support program and its services. (Discussing this with the employee support program before holding the meeting is recommended. The program can be helpful in meeting preparation and follow-up.) If a layoff is announced, the manager should share any career counseling or placement services that the employer offers.

The manager should convey any solutions or next steps that were identified prior to the meeting. There may be several or only one. The crisis may present opportunities for the manager and team to make some basic or significant changes. On the other side of the continuum, the manager may only be able to invite the audience to discuss how they would like to respond as a group to a coworker's death. The key is that the manager has come to the meeting prepared to bring up the discussion of "what now?"

Answering Questions

Managers should be prepared for their listeners to react with a possible range of emotion, from crying and tears to anger and raised voices. Each situation will be different based on the circumstances and people involved. A manager should use active listening skills to provide a calm, understanding, and accepting environment. Validating emotions, even if the manager doesn't feel the same way, will be an effective response.

Even if unable to answer every question, the manager should reply to all of them. When necessary, the manager should admit the need to consult with others and promise to get back with the answer. That promise should be kept.

Following Up

When subsequent details or next steps are appropriate to share, managers should develop a system for communicating them. They should be aware of differing reactions among employees and consult with their manager or human resources if a particular employee is having difficulty coping after the stressful event. Offering information about resources, like the employee support program, and being available for further discussions is necessary at this time. When a significant event affects the workplace, management should remain visible and accessible whenever possible.

References

Millikan, J.S. (2003). On the other side of the door. The Journal of Trauma, Injury, Infection and Critical Care, 55, 1007–1013. doi: 10.1097/01.TA.0000083339.93868.13

Mind Tools. (n.d.). Delivering bad news: Communicating well under pressure. Retrieved March 8, 2024, from Link opens in a new windowhttps://www.mindtools.com/a0byhfl/delivering-bad-news