Bad News With Tact

            The following case study was presented to me with the challenge of creating an effective and equally constructive approach.  In conflict situations, first instincts urge communicators to speak or take action without thinking through the consequences, ethical implications, and the responses of other individuals.  After reading the study, take note of your first instincts, and then take a moment to read the study again before deciding what approach to take. 

“You are a department manager in a mid-sized company that provides technology support services.  You have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service.  One of your employees, who has been with the company for two years, is performing at a substandard level and you have received numerous complaints from customers and coworkers.  In addition, this employee has displayed confrontational behavior which has created a hostile environment.  You must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal.” 

"Bad news comes with very strong emotions." 



Listening respectfully to your employee’s responses and offering positive reinforcement to balance out the context of the message provides the greatest opportunity for a positive outcome.  One technique to deliver bad news tactfully is to establish the perspective of the employee as a guideline for proceeding.  “Explore perceptions before you try to define reality” (Sittenfeld, 1999, ¶8).  Before discussing an ultimatum and issues designated as negative contributions, ask the employee how they feel about their current performance.  Allowing them to explain may offer insight to underlying issues or refute the acknowledgement of performance problems. 

Another technique to deliver bad news with tact is to employ positive reinforcement.  Whether the employee discloses knowledge about a substandard performance or denies the existence of negative behaviors, leading the conversation with positive remarks eases the reception of impending bad news.  List at least three qualities you value in the employee from a manager’s standpoint, because recognizing and verbalizing the employee’s positives attributes places you on the same side instead of taking on an adversarial position.  Present the changes that must be made to ensure the highest level of performance for the team.  If the employee demonstrates the desire to make changes, you can proceed with the review and implement the changes in the work environment.  If the employee is unwilling to make changes, or fails to show improvement within a set period of time, the employee must be let go.  

Lastly, show consideration and legitimize the emotions that arise while delivering bad news.  “Bad news comes with very strong emotions—and you must always acknowledge those emotions.  A good, empathic response acknowledges not only someone’s feeling but also the reasons for those feelings…It legitimizes emotions in two ways:  as a response to the situation, and as an item on the conversational agenda” (Sittenfeld, 1999, ¶13-15).  Even if your first instinct says, “Just fire the employee,” stepping back from the situation and creating a constructive and effective approach ensures better communication between managers and employees while minimizing conflict issues and bad news in the future. 

Resources

Sittenfeld, C. (1999). Good ways to deliver bad news. Fast Company Magazine. Retrieved July 30, 2011, from http://www.fastcompany.com/magazine/23/buckman.html