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We all know what can happen to the bearer of bad news. Even if we don’t fear a worst-case scenario, delivering a negative message is not anyone’s favorite part of the job—at least not for anyone we know. Unfortunately, there’s a lot of bad news to deliver these days: cuts in perks, canceled events, terminations of staff members or suppliers, and most dreaded, the mass layoff.
We won’t talk about large-scale layoffs, because to begin with, they should never be handled in writing, except for follow-up matters. Firing someone—like breaking off a relationship—should never be done by e-mail, letter, text message, Facebook or (most awful of all to imagine) Twitter, tempting as the cowardly road may be. Face to face is the fair way to go. Call us old-fashioned, but it’s the only respectful and humane approach.
Moreover, eliminating a lot of jobs at once is the province of human resources (or human capital, in current business-speak), the legal team, top management and others, so it’s very complicated territory. But we will say that the communication team deserves a very prominent place at this table: It’s the communicator who must remind the players of how messages should be framed, how people will react, and what the long-range implications for company culture will be. Most important of all, communicators must advocate for substantial and strategic communication programs directed at surviving staff.
But creating messages about less radical events falls in our jurisdiction pretty often; moreover, if you’re marketing yourself as an in-house consultant, you may be called on to help other departments deliver their bad news more gracefully. So what are some helpful principles to employ?
It’s useful to apply the basic strategy we recommend for just about all writing, starting with knowing your goal.
Generally, you want to:
- Announce the news unequivocally, so as to leave no room for misunderstanding or argument.
- Minimize hostile reaction to the organization—and to you personally.
- Specify any mitigating circumstances, or hope for the future, if appropriate, especially if you might want to resume the relationship, hire the person, etc., down the road.
And consider the audience: How will the news affect them? What must they know? What will they want to know? What level of detail will concern them? Will they want to know the reasons behind the decision?
Based on goal and audience, brainstorm the message’s content either alone or with someone else you can trust. Your HR department may be of help. Think in particular about what would make the recipient feel better. You may or may not be able to deliver on this, and therefore shouldn’t mention it, but structuring an important message should lead you to explore possibilities you would not otherwise think of.
Let’s take a few examples. Suppose it falls on you to tell the staff that the traditional holiday party, which includes a catered lunch and entertainment, will not be held. Here’s one way to do it.
Subject: Holiday party canceled
Please be advised that in response to current economic conditions, a decision has been made to cancel the holiday lunch scheduled for December 21st. Thank you for understanding and best wishes for a happy holiday season.
How would you, as an employee, react to such a message? Probably your train of thought would start with resentment (“They always take away the good things!”), proceed to fear about finances (“The company must be in more trouble than I thought”), and move to disengagement (“They’re keeping their perks but throwing away mine, I can’t trust them, they’ll throw me away too if I’m inconvenient, I wonder if I can get off this sinking ship.”)
Think that overstates the case? Consider what historians tell us—revolutions don’t arise when people have nothing, but when they’ve been given something and it’s taken away.
Here’s a better way to state the message.
Subject: No holiday party this year
I am sorry to share with you that the holiday party we all look forward to, planned for December 21, is canceled. The executive committee made the decision because of the tight financial picture this season. As always, company priorities are to preserve jobs and maintain important benefits for employees.
Instead, everyone is invited for a coffee and cake get-together in the cafeteria that same day, from 2–3 p.m. Please bring an unwrapped toy or game if you can, to contribute to the Good Neighbors Holiday Drive. This will give us the opportunity to wish each other all the season’s joys, and share a bit with the needy families in our community.
We hope to resume our traditional celebration next year.
If, as we think, you’d feel better receiving the second version of the message—even though the basic fact remains the same—why is this so?
- People took responsibility for the decision, rather than using the “passive divine” (a decision has been made, a loss has been suffered, a mistake was made).
- The message has a feel of “we care too,” and “we’re all in this together.”
- Preserving jobs is clearly the right priority—the company has its values straight.
- The message instills people with trust that the company will make good decisions and treat employees fairly.
Dealing with a situation like this shows how writing can support the thinking process itself. When you consider how people will react and brainstorm how to cushion the blow, new ideas will percolate. Having the coffee-and-cake reception, for example, doesn’t cost very much compared to the good feelings that are maintained. Also, reminding people of how well off they are, relatively speaking, and providing the chance for them to give to others, makes them feel good about themselves.
If you were writing to reject a job candidate, brainstorming might show you ways to offer legitimate help to the person: suggesting someone else to call from your contact file, for example, or a firm that would value his or her qualifications. If you’re denying someone a promotion, you might suggest a way the candidate could qualify for the job next time around.
This kind of cushioning is very effective, and we much prefer it to the cushioning that is often recommended for framing bad news: The approach sometimes called the “sandwich.” In this method, you start by saying something as positive as possible, then deliver the bad news, and close with expressions of good will and/or other reassurance. Here’s how such a letter, explaining that a long-term supplier has lost the contract, might be worded.
Dear Jim:
For more than 10 years, it’s been my pleasure to work with you and your company as a supplier of Part 32B. We have found that you unfailingly delivered on time, as promised, and met our specifications.
Right now, however, I must tell you that next year’s contract has been awarded to another firm. A-Plus has grown so much that a national distribution network has become imperative.
Should circumstances change or other needs arise, be assured I would look forward to working with you again.
We don’t think this kind of cushioning fools anybody—the opening paragraph delivers an unwelcome note of suspense (“uh, oh, I hear an ax falling...”) and, moreover, doesn’t suit today’s fast tempo. Our preference—and we think most recipients’—is for the direct, get-it-over-with approach:
Dear Jim:
I am sorry to let you know that next year’s contract for Part 32B has been awarded to another firm. We made this decision because A-Plus’ growth the past year makes it imperative for us to access a national distribution network.
Please know that your excellent track record with us remains very much appreciated, and I hope we’ll have opportunities to work together in the future.
Of course there are times when it’s appropriate to sugarcoat the facts, if the situation calls for it. If you’re writing to a customer, for example, in answer to a complaint or rejecting a request, you’d want to begin by setting a positive context and promoting a sense of relationship.
So is there a formula for delivering bad news? No, because doing it well takes more thought and care than good news, actually. But aim to:
- Take responsibility for the decision.
- Show caring and empathy as suitable (but not to an emotional degree).
- Include a reason for the action taken when you can.
- Suggest there may be a future—but only if it’s true.
And, though allowing for variations in subject matter and audience, keep the message brief. Just as political history shows us that cover-ups always create much worse fallout than the original transgressions, bad-news messages can generate bigger problems than the news itself. Generally, the less said the better. That’s why it’s important to think such messages through carefully, and to use your full repertoire of writing skills.
Natalie Canavor is a business writer, communication consultant and journalist who formerly edited national magazines and directed a communication department.
Claire Meirowitz is an editor, writer, proofreader and project manager with a background in publishing and university public relations.
Together they own and operate C&M Business Writing Services, which creates publications, e-media, communication models and training programs.
Their book, The Truth About Writing That Works, will be published in 2009 by Pearson/FT Press.
Natalie and Claire are past presidents of IABC/Long Island (New York). Reach them at
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