17.1 Delivering a Negative News Message

The negative news message delivers news that the audience does not want to hear, read, or receive. Delivering negative news is never easy. Whether you are informing someone they are being laid off or providing constructive criticism on their job performance, how you choose to deliver the message can influence its response (Bovee, C. and Thill, J., 2010). Some people prefer their bad news to be direct and concise. Others may prefer a less direct approach. Regardless whether you determine a direct or indirect approach is warranted, your job is to deliver news that you anticipate will be unwelcome, unwanted, and possibly dismissed.

In this section we will examine several scenarios that can be communicated internally (within the organization) and externally (outside the organization), but recognize that the lines can be blurred as communication flows outside and through an organization or business. Internal and external communication environments often have a degree of overlap. The rumor of anticipated layoffs may surface in the local media, and you may be called upon to address the concern within the organization. In a similar way, a product that has failed internal quality control tests will require several more tests and improvements before it is ready for market, but if that information leaves the organization, it can hurt the business reputation, prospects for future contracts, and the company’s ability to secure financing.

Communication is constantly present, and our ability to manage, clarify, and guide understanding is key to addressing challenges while maintaining trust and integrity with employees, stakeholders, and the public.

There are seven goals to keep in mind when delivering negative news, in person or in written form:

1. Be clear and concise in order not to require additional clarification.
2. Help the receiver understand and accept the news.
3. Maintain trust and respect for the business or organization and for the receiver.
4. Avoid legal liability or erroneous admission of guilt or culpability.
5. Maintain the relationship, even if a formal association is being terminated.
6. Reduce the anxiety associated with the negative news to increase comprehension.
7. Achieve the designated business outcome.

Let’s examine our first scenario:

You are a supervisor and have been given the task of discussing repeated tardiness with an employee, Chris. Chris has frequently been late for work, and the problem has grown worse over the last two weeks. The tardiness is impairing not only Chris’s performance, but also that of the entire work team. Your manager has instructed you to put an end to it. The desired result is for Chris to stop his tardiness behaviour and improve his performance.

You can

1. stop by Chris’s cubicle and simply say, “Get to work on time or you are out”;
2. invite Chris out to a nice lunch and let him have it;
3. write Chris a stern e-mail;
4. ask Chris to come to your office and discuss the behaviour with him in private.

While there are many other ways you could choose to address the situation, let’s examine each of these four alternatives in light of the goals to keep in mind when presenting negative news.

First, you could approach Chris in his work space and speak to him directly. Advantages include the ability to get right to the point right away. Disadvantages include the strain on the supervisor-employee relationship as a result of the public display of criticism, the possibility that Chris may not understand you, the lack of a formal discussion you can document, and the risk that your actions may not bring about the desired results.

The goals include the desire to be clear and concise in order not to require additional clarification. This possible response does not provide the opportunity for discussion, feedback, or confirmation that Chris has clearly understood your concern. It fails to address the performance concern, and limits the correction to the tardiness. It fails to demonstrate respect for all parties. The lack of tact apparent in the approach may reflect negatively on you as the supervisor, not only with Chris but with your manager as well.

When you need to speak to an employee about a personnel concern, it is always best to do it in private. Give thought and concern to the conversation before it occurs, and make a list of points to cover with specific information, including grievances. Like any other speech, you may need to rehearse, particularly if this type of meeting is new to you. When it comes time to have the discussion, issue the warning, back it up in writing with documentation, and don’t give the impression that you might change your decision. Whether the issue at hand is a simple caution about tardiness or a more serious conversation, you need to be fair and respectful, even if the other person has been less than professional. Let’s examine the next alternative.

Let’s say you invite Chris to lunch at a nice restaurant. There is linen on the table, silverware is present for more than the main course, and the water glasses have stems. The environment says “good job” in its uniqueness, presentation, and luxury. Your word will contradict this nonverbal message. The juxtaposition between the environment and the verbal message will cause tension and confusion, which will probably be an obstacle to the receiver’s ability to listen. If Chris doesn’t understand the message, and the message requires clarification, your approach has failed. The contrast between the restaurant setting and the negative message does not promote understanding and acceptance of the bad news or correction. Furthermore, it does not build trust in the relationship, as the restaurant invitation might be interpreted as a “trap” or a betrayal. Let’s examine yet another approach.

You’ve written Chris a stern e-mail. You’ve included a list of all the recent dates when he was late and made several statements about the quality of his work. You’ve indicated he needs to improve, and stop being late, or else. But was your e-mail harassment? Could it be considered beyond the scope of supervision and interpreted as mean or cruel? And do you even know if Chris has received it? If there was no reply, do you know whether it achieved its desired business outcome? A written message may certainly be part of the desired approach, but how it is presented and delivered is as important as what it says. Let’s examine our fourth approach to this scenario.

You ask Chris to join you in a private conversation. You start the conversation with an expression of concern and an open-ended question: “Chris, I’ve been concerned about your work lately. Is everything all right?” As Chris answers, you may demonstrate that you are listening by nodding your head, and possibly taking notes. You may learn that Chris has been having problems sleeping, or that his living situation has changed. Or Chris may decline to share any issues, deny that anything is wrong, and ask why you are concerned. You may then state that you’ve observed the chronic tardiness, and name one or more specific mistakes you have found in Chris’s work, ending with a reiteration that you are concerned. This statement of concern may elicit more responses and open the conversation up into a dialogue where you come to understand the situation, Chris sees your concern, and the relationship is preserved. Alternatively, in case the conversation does not go well, you will still keep a positive attitude even as you document the meeting and give Chris a verbal warning.

Regardless of how well or poorly the conversation goes, if Chris tells other employees about it, they will take note of how you handled the situation, and it will contribute to their perception of you. It guides their expectations of how you operate and how to communicate with you, as this interaction is not only about you and Chris. You represent the company and its reputation, and your professional display of concern as you try to learn more sends a positive message. While the private, respectful meeting may not be the perfect solution, it is preferable to the other approaches we have considered.

One additional point to consider as you document this interaction is the need to present the warning in writing. You may elect to prepare a memo that outlines the information concerning Chris’s performance and tardiness and have it ready should you want to present it. If the session goes well, and you have the discretion to make a judgment call, you may elect to give him another week to resolve the issue. Even if it goes well, you may want to present the memo, as it documents the interaction and serves as evidence of due process should Chris’s behaviour fail to change, eventually resulting in the need for termination.

This combined approach of a verbal and written message is increasingly the norm in business communication. In the next two sections, we’ll compare and contrast approaches, verbal and written, and outline several best practices in terms of approach. But first, we’ll outline the four main parts of a negative news message:

1. Buffer or cushion
2. Explanation
3. Negative news
4. Redirect

The first part of a negative news message, verbal or written, involves neutral or positive information. This sets the tone and often serves as a buffer or cushion for the information to come. Next, an explanation discusses why there is an issue in the first place. This may be relatively simple, quite complex, or uncomfortable. In a journal article titled “Further Conceptualization of Explanations in Negative News Messages,” (Limaye, Mohan R., 1997) Mohan Limaye makes the clear case that not only is an explanation a necessary part of any negative news message, it is an ethical and moral requirement. While an explanation is important, never admit or imply responsibility without written authorization from your company cleared by legal counsel. The third part of the negative news message involves the bad news itself, and the emphasis here is on clarity and accuracy. Finally, the redirect may refocus attention on a solution strategy, an alternative, or the subsequent actions that will take place. Table 17.1 “Negative News Message Sample Script” provides an example that might apply in an external communication situation.

In Table 17.1 “Negative News Message Sample Script”, the neutral or positive news comes first and introduces the customer to the overall topic. The explanation provides an indication of the purpose of the communication, while the negative message directly addresses how it affects the customer. The redirect discusses specific actions to take place. In this case, it also includes a solution strategy enhanced with a soft sell message, a subtle, low-pressure method of selling, cross-selling, or advertising a product or service. Whether you are delivering negative news in person or in writing, the four main parts of a negative message can help you meet all seven goals.

Before we move to the verbal and written delivery of the negative news message, we need to offer a word of counsel. You want to avoid legal problems when communicating bad news. You cannot always predict how others are going to respond, but you can prepare for and deliver your response in ways that lower the risk of litigation in four ways:

1. Avoid abusive language or behaviour.
2. Avoid contradictions and absolutes.
3. Avoid confusion or misinterpretation.
4. Maintain respect and privacy.

Sarcasm, profanity, shouting, or abusive or derogatory language is an obstacle to clear communication. Furthermore, such language can be interpreted as defamatory, or harming the reputation of the person, possibly having a negative impact on their future earnings. In written form, it is called libel. If you say it out loud, it is called slander. While slander may be harder to prove, no defamatory remarks should be part of your negative news message. Cell phones increasingly serve to record conversations, and you simply never know if your words will come back to you in short order. Represent yourself, the business, and the receiver of your message with professionalism and avoid abusive or defamatory language.

You also want to avoid contradictions, as they only serve to invite debate. Make sure your information is consistent and in agreement with the general information in the conversation. If one part of the information stands out as a contradiction, its importance will be magnified in the context and distract from your main message. Don’t provide more information that is necessary. Polarizing, absolute terms like “always” and “never” are often part of sweeping generalizations that are open to debate. Instead of saying, “You are always late,” choose to say, “You were late sixteen times in May.” To avoid confusion or misinterpretation, be precise and specific.

Always maintain respect and privacy. Making a negative statement about an employee in front of a group of coworkers can be considered ridicule or harm, and in the coming cases may be actionable and involve legal ramifications. In addition to the legal responsibility, you have the overall goal of demonstrating professionalism as you represent yourself and your company in maintaining the relationship with the employee, even if the end goal is termination. Employees have retaliated against their organizations in many ways, from discouraging remarks to vandalism and computer viruses. Your goal is to avoid such behaviour, not out of fear, but out of professionalism and respect for yourself and your organization. Open lines of communication present in a relationship can help reduce the risk of relational deterioration or animosity. The sidebar below provides a checklist for delivering a negative message.

References

Bovee, C., & Thill, J. (2010). Business communication essentials: A skills-based approach to vital business English (4th ed.). Upper Saddle River, NJ: Prentice Hall.

Covey, S. (1989). The seven habits of highly effective people. New York, NY: Simon & Schuster.

Limaye, Mohan R. (1997, June 1). Further conceptualization of explanation in negative messages. Business Communication Quarterly, 60(2), 38–50.

Yardley, William. (2009, September 6). 2,000 Washington state students report signs of swine flu. New York Times. Retrieved from http://www.nytimes.com/2009/09/06/health/06flu.html?_r=1.