How to preserve your culture when delivering bad news
No one likes being the messenger of bad news. It starts when you receive the news and must think about what to do with it. Keep it to yourself? Sure. But you know how that story will end. Bad news (or any news for that matter) is like water – it will find a place
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No one likes being the messenger of bad news.
It starts when you receive the news and must think about what to do with it. Keep it to yourself? Sure. But you know how that story will end.
Bad news (or any news for that matter) is like water – it will find a place to leak and seek the lowest level – often down to those who will be affected by the news the most.
Sugarcoat it or make things seem not as bad as they really are? That’s like putting a fresh coat of paint on rotting wood.
Let’s be honest: telling the whole truth and nothing but the truth is the only way. The consequences of doing anything else will be dire.
So, the next time you find yourself in the position where you need to deliver bad news to your employees, consider the four-step process below. It will help preserve and protect your personal integrity as a leader as well as your culture:
Okay, enough talking about bad news. Let’s move on to a positive note.
Your people know that delivering bad news takes a heckuva lot of guts. It exposes your vulnerabilities. It reminds them that you are human and all humans make mistakes. And although they may be angry and disappointed by what they see and hear, they will appreciate and respect your honesty and transparency.
It reminds me of the phrase, ‘The way a person solves a problem is much more significant than the problem itself.’ Make lemons out of lemonade. Show your people what you’re made of and what kind of leader you are. Make the bonds between you and your people stronger.
Could you really ask for more?
Scott Seroka, the president of Brookfield-based Seroka Industrial Branding, is an entrepreneur, consultant, trainer and mentor. He can be reached at (414) 628-4547.
