Bad News

Delivering bad news is a tedious and sensitive task to accomplish. If an employee is lacking the motivation and drive to contribute to an organization, everyone else is hindered by their actions. When placed in a position to handle difficult employees, the first step to take is to evaluate the situation in the entirety. Employer’s must evaluate the actions of each employee and provide timely feedback in order to prevent or tackle inappropriate behavior. By doing this, employers are equipped to handle difficult situations prior to them escalating. Employee’s that perform under par, that receive countless complaints, and exhibit hostile behavior in the work place need to be held accountable for their actions and this would be cause for a meeting and plan of action.  


 When delivering bad news, it is important to have maintain a professional demeanor and remain objective in your position towards an employee. This will demonstrate to employees that negative performance will not result in unprofessional behavior; lead by example and through actions. According to Forbes’ The Ten Commandments for Delivering Bad News, it is important to not surprise employees, to not delay the execution of news, to be up front with facts, to have everything in writing, to be justified, look for no silver lining, to have solutions, address multiple audiences, follow up and through, and most importantly treat employee’s with respect and dignity (Forbes, 2012). In order to be effective in the execution of bad news, employers must give respectful feedback and offer solutions to assist employee’s with their process to change. The employee in question should not be surprised by the information that is presented to them and they should not be cornered, but rather encouraged to change or to walk away for the respective organization. The news in itself will not bring a negative reaction, but rather how the information is communicated to the employee that is behaving in a manner that paints an organization in a negative light.

 It is vital to anticipate the employee’s reaction to the news, there may be hostility, confusion, and disappointment. Being prepared will help ease the tensions and aid employers in responding to potential negative reactions. In addition to being prepared, practicing responses is important to making sure you respond in a professional and informative manner.

 In the case of the employee performing below par, I would first inform them of a called meeting and time to discuss current performance and future goals within the company. I would send out an e-mail, which grants the employee to privacy about issues and gives them an opportunity to prepare for the said meeting. Having a positive but authoritative tone is important to creating the atmosphere for face to face conversation; when addressing negative performance do not use belittling or demeaning language, but rather words that express concern and the willingness to aid. 
 

According to the findings in this case, I would first ask the employee to share anything elements that would contribute to giving me a better understanding of their performance; I would then present them with the findings and effects that their behavior has had on the organization as a whole. Next, I would ask the employee if they are happy with their position and whether or not they would like to stay on board; according to those findings, I would then pull out paper and begin to brainstorm ideas for boosting morale and performance, according to the desires of the employee and getting them involved in the brainstorming process. This would place the power in their hands to create the change in him or herself; once complete, the employee and I would set a date to follow up and determine the progress or lack of progress made. According to Improving Business Communication Skills, when delivering bad news always end on a positive note, attempt to get your employee on your side both in person and through writing (Roebuck, 2006, p.89), end with encouragement and with passion for watching the employee excel in their position. Giving employees an opportunity demonstrates your concern for their well-being and career; if the needs of the company do not align with their needs and behaviors, then eventually the employee will have to be let go. 

 The most effective method to handle this type of conflict, is to use the S-TLC (Stop, Think, Listen, and Communicate) (Abigail & Cahn, 2011, p. 267).  Stopping allows us to take a step back and examine the situation from a neutral yet productive position, thinking involves forming ways to handle conflict and to gain more of an understanding of a particular problem; next, provide feedback and then listen to the response and adapt accordingly; last, communicate your wants, while being respectful of the other view point. This model aids us in de-escalating a situation and establishing a positive ground for communicating.

 We have to listen to employees and help them from where they are. Ultimately the solutions found through this employees actions, will aid future employees in their choices and create a foundation on which to build up the organization. Be direct and up front with what is expected of the employee and the consequences of not meeting those expectations; be sure to maintain documentation to covering both the employee and employer. As mentioned earlier, delivering bad news is relatively tedious, but is an essential part of communication and life.

References

Abigail, R., & Cahn, D. (2011). Managing conflict through communication (4^th ed.). Boston, MA: Allyn & Bacon.

Forbes. (2012). The 10 commandments of for delivering bad news. Retrieved from http://www.forbes.com/sites/forbesleadershipforum/2012/05/30/10-commandments-for-delivering-bad-news/

Roebuck, D., & McKenney, M. (2006). Improving business communication skills (4^th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall.