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Breaking bad news: a guide

Rachel O'Connor

10 Jan 2025

Breaking bad news to someone in your team is a skill few are ever trained in, and yet it's one of the most important, impactful, and potentially damaging experiences in a person's career if done badly.

Sadly, all too often bad news is shared poorly, leaving all involved feeling very rotten about the situation. So much of this stems from human nature and our need to be liked and to avoid conflict. Yet as the new Gen Z and millennial workforce come into leadership roles, there is a strong opportunity for improvement and change.


Best Practice Comms advises that regular, open, and transparent communication is essential, which, when backed with strong personal development programmes and 'grown-up' conversations about individual and business performance, should make these situations easier.


My experience of advising clients and of course, breaking bad news within my own businesses, has taught me a lot about myself, and also about how to get this as right as you can.


Fail to prepare > prepare to fail!

There are a lot of clichés I find myself using these days, and I realise that's because they are truisms. Of course that is why they become clichéd in the first place! This one, however, is true of many situations in life, not just breaking bad news. It's important to prepare well for any important life event, be that proposing to your sweetheart, or making a speech to an audience of potential customers, and, of course, delivering bad news is extremely important to get right. It's an extremely uncomfortable thing to do and is therefore difficult to navigate. By preparing and practising, you can help yourself, but also importantly, help the other people involved by getting it right for them.


Do it face-to-face

Unless it's completely impractical, it's important to show you are taking this seriously and that your audience is worthy of your effort to meet them face-to-face and talk directly. Failing that, then a person-to-person video call is preferable.


Take advice but make the news your own

When breaking bad news, there are always the necessary legal and factual requirements that must be communicated. My view has always been that if you only rely on the letter of the law, this can come across in a harsh and brusque way and therefore as uncaring. Talk to your legal, HR, or financial advisor when preparing your talking points, then write down your loose script in your own words and get your advisor to check it so that you know the parameters of what you can and can't say.


Show compassion

There will always be certain elements of the conversation that have to be stated, but this doesn't mean you can't be human and show you understand that this isn't what the people who you are talking to want to hear. Importantly, neither is it the news that you want to deliver. The focus must always remain on them. This is a conversation that impacts their life most, and so compassion and understanding of this should be paramount in your discussion. So too should the word "sorry," if appropriate to the situation. I would still make sure to communicate that I was sorry the situation had come to this and highlight any positive within the situation – but again you can't appear to be flippant or churlish.


Get to the point

Don't waffle and get to the point of the conversation, however difficult it is, soon. Being unclear leads to confusion and further discomfort. You are delivering news that people usually don't want to hear. In doing so, the clearer, quicker, and more directly you get to the point, the better.


Give time

Be sure to allow the news to sink in and don't rush just because you are uncomfortable. Everyone deals with shock and emotion in different ways, so read the room and be sure to ask how they want to proceed from here. Offer follow-up discussions, meetings in line with any process you are duty-bound to follow and address any concerns they have. Don't rush to commit to anything and suggest time to let the news land and for them to reflect on what they need next and how together you will navigate the next step, whatever that might be.


Have an objective support

For all involved, it's useful to have an extra person with you to hear the conversation objectively and provide support from the wings once you have delivered the news and agreed on immediate next steps. This neutral person can help those receiving bad news, remain supported as they navigate the next few hours, avoiding awkwardness for all.


Write it down

Have a letter outlining the news, the rationale for it, and how it impacts each person to whom you have spoken. Within this written, legal letter, outline clearly what it means to them: financially, employment-wise, working day and terms, etc. This is then with them to refer to as the news they have received sinks in, as well as giving clear guidance on their position and what's next.


Think of the knock-on effect of the news

Be sure to agree with anyone involved how you will share the news. Importantly, once bad news is spoken, it will travel, and so it's always better for all to ringfence and think and not be responding on the hoof, unprepared. Which points back to the first recommendation – prepare!


Make sure they are supported

Once the news has been delivered and the formalities of any difficult meeting completed, it's important, in my eyes, to ensure that the people involved have senior support to help them navigate the rest of the day – leaving the office if required, etc. A warm, friendly person they and you trust, who can ensure your duty of care is fully exercised, is key.


Over the last few years, I've personally witnessed, delivered, and received bad news far too often, both professionally and personally. The impact can be devastating, or it can be uncomfortable but understandable. At least, the objective for these awful situations is for any person to hear the news and understand what it is, and then to know that they are being treated well and with compassion and courtesy, and with their head held high as much as possible.


Make the effort

It's a tricky business, but done well, it can build respect and strengthen a bond rather than erode it.

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