Partnerships and relationships don’t always have a happy ending. On occasion, your personal leadership will be tested to the maximum when you are faced with delivering bad news. Bad news can come in many forms: reduction in work force, getting out of a certain line of business or simply ending a relationship that may have been in place for years. Leaders sometimes shy away from “doing the right thing” when it comes to properly communicating bad news.
First and foremost is the simple gesture of reaching out in a personal way — delivering the news with compassion and a personal touch. I really don’t believe you can use subordinates or public relations firms to relay the messages to the impacted parties. Right now in Texas, like many other states in our nation, we are faced with the daunting task of cutting our state’s budget by billions of dollars. Unfortunately, it appears that teachers and school employees are going to be impacted in a dramatic fashion. I have watched carefully, as school district leadership has struggled with making these tough decisions all across the region. I have been struck by the means and manner by which superintendents have delivered the message.
This week, I observed a leading school superintendent in the area deliver news that is sure to be devastating to his employees, with passion and purpose. He did not send his communications director to do the tough interviews. He handled the media with grace and eloquence, as he clearly outlined the reasons for these decisions. The biggest takeaway for me was the obvious pain and compassion he displayed by personally communicating to those impacted by job loss. He took the time to outline the reasons why and clearly communicated his deep personal apologies for having to take this painful action. While this doesn’t bring back the jobs, it communicates clearly, from the top, that the decisions were thoughtful, considerate and unavoidable. The mere fact that he assumed the role of communicator spoke volumes about his commitment to excellence in leadership.
It is easy to be out front when it’s time to take credit. It’s an entirely different matter when the news is bad. I have learned some things over the years that helped prepare me for delivering the bad news. Generally speaking, making the tough calls and decisions doesn’t occur overnight. These hard decisions take time and offer opportunities to pay attention to details along the way. I would offer the following as things leaders should do leading up to final action:
1. Communicate early and often along the way. A “ramp or runway” often exists, where leaders can talk to those that will be impacted long before the final decision is made.
2. Inclusive dialogue with affected parties is a great way to manage the communication loop. Too often, as leaders, we sometimes forget that dialogue and idea sharing with those that can be negatively impacted will oftentimes produce potential solutions.
3. Deliver the message personally.
4. Take personal ownership and responsibility for the actions. Don’t pass the buck or send someone else to deliver the bad news.
5. Always leave the door open for a future relationship. Never is a long time and should not be the leading descriptor of a future state.
6. Shorten and clearly state the why. Diatribes and long-winded explanations often lead to confusion, resentment and negative feelings.
7. Take the arrows that will surely follow, with grace, professionalism and responsibility
8. Always be the chief spokesperson.
The effects of bad news can easily be exacerbated by bad delivery. Though unhappy endings can’t always be avoided, they can often be tempered by thoughtful, personal communication.
The good news? Owning up to this responsibility will earn respect and a reputation for doing the right thing. We owe it to others and ourselves.
Gary G. Godsey is CEO of United Way of Metropolitan Dallas. He has more than 30 years experience at the CEO level, managing nonprofit organizations around the United States. Godsey is an accomplish speaker and leader in the nonprofit sector.
