Leaders often can be tempted to procrastinate when a tough decision—such as layoffs or a cancelled project—needs to be communicated to employees. They also may try to place all the blame on someone else or announce the news with detachment to avoid facing the pain the announcement causes.
But there are ways to deliver difficult news that involve ownership, honesty, care and patience. It is important to be unapologetic about the logic of the decision but still show appreciation for employees’ past work and acknowledge how they feel.
Harvard Business Review shares the following principles to help leaders share tough news with their teams.
- Do not bury the lede. When you need to say something difficult, just say it. Do not draw it out.
- Pause. Give the team time to digest what you said. For some or all employees, the news may be a complete shock. Instead of forging ahead, pause, try to make eye contact and then proceed.
- Offer understanding and take responsibility. Do your best to explain the tradeoffs leadership faced and the principles that led to the decision. Honor the fact that reasonable people may disagree, and do not place the blame for the decision on others.
- Show empathy. Doing the emotional work is crucial. Be patient and take the time to fully acknowledge the effects of the decision and how people might be feeling.
- End with openness. Offer an invitation for conversation and support. People will need time to process the decision and need to know you are available to provide clarity and assistance.
- Prove it. Show people you are sincere about the offer of support by following through. For example, if you had to let someone go, show you care by asking the individual to lunch a month after his or her departure when there has been time to process the decision.
