DELIVERING BAD NEWS TACTFULLY

Delivering bad news effectively requires tact and communication skills. Advanced preparation is a must. Planning the direction of the conversation, anticipating the responses from the other party, and deciding on which conflict resolution technique to utilize is all part of the planning stage before the face-to-face conversation. Here is an example of a case study that requires tact and my suggestion on how to handle the situation.

                                                             

CASE STUDY

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

THE PLANNING STAGE

In order to handle the above case study, I will begin by planning on how I want to direct the conversation in advance. I will take the time to study all the positive attributes of this employee. Then, I will attempt to anticipate how this employee will respond and plan how to steer the conversation to end positively with a clear understanding of the seriousness of the situation.

THE ACTUAL MEETING

After the planning stage as above, I will call a meeting with this employee in my office or in a conference room where we can talk behind closed doors. I will begin the meeting on the positive side. I will mention how this employee is adding value to the organization. I will mention specific contributions this employee has given to the department. Then I will proceed with mentioning the expected employee behaviors in our organizations and talk about the complaints I have been getting from co-workers and customers. I will mention the specific unacceptable behaviors and the effects of those unwanted behaviors. Then I will give the employee time to explain, defend or excuse her behaviors. I will let the employee speak without any interruption. Once the employee finishes talking, then I will firmly respond back and reiterate where expectations were not met or where the organizational rules are not met. Then I will give the ultimatum that in order to continue working at the organization, this employee’s behavior has to change or termination will follow if expectations are not met.  I will then ask if the expectations of the organization or the consequences of not meeting the expectation are clear to the employee. Then, I will close the meeting.

 

SUMMARY

In summary, my game plan to deliver bad news tactfully entails beginning with the positive in the relationship, proceeding with delivering the bad news and then allowing for discussion time and ending with restating the future expectations and the consequences of not meeting expectations and allowing for more questions and answers.