First, the bad news...
By PAULA HENNESSY Sheriff of Rottingham: “Sire, I have
news!” Prince John: “And what sort of news do
you have? It’s not bad news, is it? You know I can’t take bad news…. I don’t want to hear any bad news. So, what kind of news is it?” Sheriff of Rottingham: “Well, to be
perfectly frank, it’s bad.” Prince John: [shouts] “I knew it! I knew
it would be bad news. Wait, I have an idea. Maybe if you tell me the ‘bad’ news in a ‘good’ way, it wouldn’t sound so bad.” Sheriff of Rottingham: [thinking] “The
bad news in a good way. Yes, I can do that. The bad news in a good way. Well, here it goes.” This bit of dialogue is taken from that
great Mel Brooks film, “Robin Hood: Men in Tights.” It illustrates the conundrum we face when we must report bad news. No one likes to be the bearer of
unpleasant news. In ancient times, the messenger bringing bad tidings to a leader often found himself without a head! “Don’t kill the messenger” is a sentiment expressed by many of us who are charged with that onerous duty. Unfortunately, we all sometimes find ourselves forced to deliver bad news. Medical professionals, clergy and social
workers are trained on how to communicate effectively with their clients, but even they experience stress when conveying bad news. Those of us not in these types of helping careers may have no formal guidance in this skill. We draw from our own experiences when approaching the situation. We remember and understand that delivering a negative message in a forthright and humane manner is most effective, and least painful. We also recall the anxiety, trepidation and self doubt that can accompany this kind of communication. Colin Powell said, “Bad news isn’t wine.
It doesn’t improve with age.” No matter how difficult the message, it is best to tell it sooner, rather than later. This applies to informing one or 101 people. The key lies in careful planning of what to say and how and when to say it. Here are some suggestions to help you
create an effective message-delivery strategy: • Pick the moment. Choose the right
physical setting and the best time (for the listener) to receive the news. Maintaining confidentiality is critical. Have you reserved sufficient time for you and the listener to process the information?
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Richard Lewis as Prince John (left), and Roger Rees as the Sheriff of Rottingham.
• Acknowledge feelings. Bad news can
elicit very strong reactions. Acknowledge and allow the expression of feelings; • Deliver the news in person. How
horrible to hear something negative through an email or, worse yet, through a public posting on social media. Being considerate of others’ feelings shows humanity and leadership;
• Be gentle and pick your words
carefully. It’s good to think about the specific language or communication needs of your listener. Some people would rather hear the truth straight up and deal with the issue at hand. Others might need it to be delivered “softly”; • Be factual, truthful and consistent.
Provide as much detail as you can. Don’t make up stuff to cushion the blow; • Include something positive if it’s
appropriate. Some situations have no positive side. Platitudes contribute nothing; • Don’t judge or blame. Your main job
is to deliver the message. The situation is bad enough without icing the cake with guilt; and • Suggest ways to deal with the news.
Don’t just drop the bomb and retreat. Leaders provide guidance and information on what will happen next and offer any resources available to assist in responding to the news. Being well prepared will hopefully
lessen the fallout and make you confident that you did the best job possible on the worst possible job.
•PEF PROFESSIONAL DIRECTORY• Advertise in the publication that reaches top professional public employees.
For Information contact Kathi Blinn at 518-785-1900 or 800-342-4306 X276 Email:
kblinn@pef.org
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The Communicator December 2014 - January 2015—Page 33
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