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Delivering bad news to a group is never an enjoyable experience for any leader. Yet unfortunately in today’s environment, it’s a task that falls on our shoulders all too often.  While established techniques for delivering bad news exist, it’s often difficult to find training on disseminating negative information in the group setting. Personally, in the various management training and leadership programs I’ve been involved with over the years; it’s an area that has barely been touched upon!

Difficult conversations and delivering a negative message remain a challenge for many new leaders and this one is no exception. To this day, my previous post on managing conflict remains one of the most viewed posts on this site. Clearly the disconnect in training and execution is evident, but it doesn’t alleviate the fact that managers are continually seeking guidance in this area.

Thanks to a tip from a friend (@JonBuehner) and the insight of author/executive coach Kevin Daley, the following is an abbreviated version of a four-part plan on how to deliver bad news to a group.  Kevin is clearly spot on in stating,

“No matter how skillfully you announce bad news, it’s likely to cause anxiety, result in at least a temporary drop in productivity, and prompt some of your valued employees to look for work elsewhere.”

So, how can you deliver bad news in a way that minimizes the damage?

1. Do it as soon as possible. Bad news travels faster than a space shuttle. Until an official announcement is made, there will be wild speculation by your employees. Head off the rumors quickly. Speaking up asap will let you define exactly what’s happening and accurately describe its implications. At the same time, you’ll earn points by showing that you’re in charge and are being forthright.

2. Speak candidly. Tell the employees everything that can be told. If you don’t yet know the full extent of the impending change, say so. If time goes by and there’s nothing new to announce, say there isn’t any new news, so you avoid creating an anxiety-feeding information vacuum.

3. Give them the big picture. Begin the presentation by giving context — but do it quickly. Too much background up front can make you look insecure about getting to the bad news itself. If you played a part in what went wrong, or took part in a decision that will be painful for the employees to hear, admit it.

4. Plan for questions. An otherwise excellent presentation can be undermined with an awkward handling of the Q&A. Anticipate the questions you’re likely to be asked and be ready for them with concise and credible answers. Adapt them for the particular audience you’re addressing.

For the complete background of his plan, visit Kevin’s column on the Harvard Business Blog.

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