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Difficult Dialogues: Tips for Those Tough Talks

Even in good times, leaders must be prepared to deliver unpleasant news. In this economy, however, the ability to present bad news one-on-one as well as to large groups of people without sacrificing morale is becoming an increasingly critical leadership skill.

During tough times, it’s important to deliver bad news (e.g., declining profits, benefit reductions, layoffs) quickly and clearly, while making sure to outline your company’s plans to weather the storm. Otherwise, as we have written previously, water cooler gossip can become perceived truth—and employees will act accordingly.

As strategic consultants, we encourage straight talk and proactive discussion with your employees.

Holly Bartecki of Chicago’s Jascula/Terman and Associates, Inc. (JT), told us of a course her firm provides called Difficult Dialogues, specifically geared to help leaders deliver unpleasant news to key internal and external audiences.

Holly took the time to outline some key strategies for delivering “tough messages in a professional and productive way” for this blog. Below is an abbreviated selection of the list she provided.

• Structure your remarks with the end goal in mind.
• Get right to your point at the beginning of the conversation. Be direct. Don’t chit chat.
• Focus on the business impact of the issue.
• Answer the most obvious questions upfront. This will convey that you have thought through and understand your audience’s concerns.
• Keep the conversation professional, not personal.
• Remain calm. If you are upset, your emotions can escalate your audience’s stress and tension.

To see the full list Holly provided, simply e-mail any of us, or contact Holly Bartecki directly at 312-573-5485 or holly_bartecki@jtpr.com. To learn more about JT’s Difficult Dialogues program, visit www.jtpr.com.

Until then, develop a plan for handling difficult conversations. Make sure your management team is fully behind the plan, and then clearly communicate the plan to your entire organization emphasizing the importance of using the techniques listed above.

This publication is part of Blackman Kallick’s marketing of professional services, and is not written tax advice directed at the specific facts and circumstances of any person and/or entity. Contents of this publication are of a general nature, and you should not act on this information without obtaining professional advice from your business advisor that is appropriately tailored to your individual needs and circumstances. This written advice is not intended or written to be used, and cannot be used by any taxpayer, for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code.