Page 14 - Twenty Four Lessons for Mastering Your New Role

Stettner24.qxd 11/6/2002 3:45 PM Page 4
Cover up bad news

Make the best of bad
news

The way you express bad news will make or break your credibility as
a manager. If you level with employees, you show that you’re a no-
nonsense leader who prizes clear communication. But if you talk
around the issue, others may follow your example and avoid address-
ing problems that need attention.
Prepare to deliver bad news. Decide in advance what you want to
accomplish by speaking up. Do you want to spur your employees to
take action or simply raise their awareness? Is there an upside to the
situation and, if so, should you emphasize it? Do you want to discuss
the evolution of the problem or limit your comments to the here-
and-now?
Maintain your perspective. New managers sometimes blow bad
news out of proportion by “awfulizing” it to the point where it takes
on a life all its own. Realize that setbacks come with the territory;
take them in stride and convey bad news to others so they, too, see
the situation accurately rather than as Armageddon.
Watch your tone and mannerisms. Speak in succinct, straightfor-
ward terms. Give the facts without editorializing. For example, skip
phrases such as “I hate to tell you this” or “This is the part of my job
I dread most” and jump right to the point.
Don’t sigh, shrug and repeatedly shake your head in dismay.
Imagine you’re Walter Cronkite reporting the news with an under-
current of strength and perseverance in your voice. If you start

3
Copyright 2003 by The McGraw-Hill Companies, Inc. Click Here for Terms of Use.