Sharing difficult news with clarity and heart
“I need your help exploring how to approach a town hall and sharing tough news with our business unit”, asked a client. “I want to send out a message to my team after downsizing today and I’m not sure how to say what I want to say”, said another. “We’re dramatically changing how we do business and I need to share it with our stakeholders. I’m concerned that I won’t be clear or that I’ll come across as insensitive in how I share this news” worried a third.
I know you’re dealing with big and small changes that you must share with team members, customers, clients, partners and stakeholders because I’ve heard it not only from these three clients but many others over the past few weeks. Most leaders are expected to deliver difficult news, yet are also rarely trained on how to do so.
Candor is defined as being direct, open, and honest. As a leader it is your duty to be open and honest with those around you and it also your duty not to scare them. This is where empathy becomes one of your greatest tools. Don’t assume the person you are communicating to knows that you care about them and know how they may be feeling. Instead, communicate your care and your understanding of what they may be feeling to help them receive and begin to process the news.
While examples from political leaders can be polarizing, I heard a speech from a political leader this week that gave clear examples of balancing candor and heart. In their address to the community, this leader gave both clear and direct information paired with empathic statements. Here are a few examples to help you explore how you might do so with your own news:
Candor & Clarity:
Today we are not facing one crisis but three. The pandemic, the shutdown of the global economy and the collapse of global energy prices. All this follows five years of economic fragility.
Our task is to save lives and livelihoods. We can’t focus on the pandemic or the economy, the two are intertwined. The more we do to stop the pandemic now, the faster we can restart the economy.
So far (#) have been infected, (#) have been hospitalized and (#) have died.
The rate here of hospitalization is less than other places, but their infections started earlier, and our rate may change.
Our expert modeling indicates examines two scenarios. In the ‘probable’ scenario we now project we could see as many as (#) infections and (#) deaths. Under the ‘elevated’ scenario we could see as many as (#) infections and (#) deaths.
Empathy & Heart:
You need to know what we are up against and what we are doing to minimize lives lost.
Our hearts go out to the loved ones of all those lost. May their memory be a blessing.
I know that these numbers can be overwhelming. I want you to see these numbers as a challenge. They not are inevitable. How this all plays out all depends on us and our choices.
I know a lot of folks are wondering if we are over-reacting to all of this. Here is my response to that…
Small business owners worry if they will ever be able to open the doors again. Families worry about just paying the rent or mortgage and just putting food on the table or whether there will be a job to return to when all of this is over. Every day I hear the anxiety, the sense of powerlessness and real fear that all of this is creating for so many good people. My message is this: I want this to end as soon as you do.
Your role in delivering difficult news is to be honest, clear and empathetic. This will help those you share it with to hear and begin to process the news. Use short, simple and clear language in sharing the news paired with empathic statements to show the other person you understand how they may be feeling. While it won’t make the news any easier, it will help ensure the news is received with dignity and respect.