Delivering bad news is tough in any business. Whether it’s having to tell your vendors that you can no longer retain their services or informing an employee that he is being made redundant, or shutting down a project, often the “messenger” tasked with delivering the final blow would go to great lengths to delay or avoid the situation due to fear of confrontation, turning a bad situation into an even worse one.
Let’s face it – nobody wants to hear bad news. Disappointment, frustration and even anger come to mind. It’s certainly no mean feat when it comes to reconciling and managing orders from upper management with the interests of employees, vendors and clients.
So how can we avoid shooting the messenger? We share some tips on how you can deliver bad news (someone’s got to do it!) with grace and tact.
Make sure that you’re familiar with every piece of information before speaking to your target recipient (employee, colleague, client). More specifically, you need to understand the reasons why, who are the parties involved, and any other considerations in the lead up to the final decision. Don’t hesitate to ask for more information before delivering the bad news.
Time and Place
When you deliver bad news, be sure to do it in a private setting and at a time when he can hear the bad news. If it’s not urgent, don’t approach the person at a stressful time in the middle of a project. Be mindful of the setting, and switch off your phone and email alerts – avoid interruptions at all cost to put the person at ease.
Create a Buffer
Before communicating any bad news, always start with a buffer to reduce the shock or pain. An effective buffer helps the recipient to keep reading or listening, and essentially provides a smooth transition to the bad news proper.
- State the best news first
- Compliment the recipient
- Thank the recipient for his past contributions
- Listen to what the recipient has to say (shared viewpoint)
- State key facts of the case
- Express empathy (show concern)
People are more receptive to listening and accepting bad news when it’s delivered thoughtfully, sincerely and confidently. Body language is key. Make sure your body language conveys the right message in the right way and is in line with what you’re saying. Some examples of non-verbal cues include avoiding eye contact and fidgeting. These are sure to send the wrong signals. Also, do not sugarcoat and beat around the bush. Be direct and tactful, and most of all be kind.
No Time for Jokes
When bad news is being delivered, be considerate of the recipient’s feelings. Do not joke around as this may come across as being rude and insincere. While you may want to lighten the mood and reduce the impact of the news, always be respectful and sensitive.
Explain the Why’s
Research shows that people are more willing to accept bad news if they believe the decision-making process was reasonable. Therefore, provide them with ample reasons as to why the bad news is necessary and give them details about the decision-making process.
Show you Care
After delivering the news and explaining all the necessary information, give the individual some space to absorb the information and be ready to listen to his concerns. Ask him how he’s feeling. Do your best to be understanding and answer any questions as best as possible.
When closing, do it in a way that promotes goodwill and helps the individual or team move forward. You should provide your support and let them know you’re there for them. Instead of focusing on the “can’ts”, focus on the “cans”. Go a step further and suggest a compromise or alternative option based on what the individual wanted in the first place.
Posted by Chloe Tan, CorpMedia
HAPPY NEW YEAR!
We’ve just entered a brand new year! Helloooooooo 2018!
For some, the new year will be about honing and refining, building on current successes to perform even better. For others, it’s about developing new ways of working together, and stepping into new opportunities. This is all just so exciting!
In 2018, we dare you to:
- Dream Big. Step out of your comfort zone. Consider the breadth of your market and your potential, so you can see all the opportunities.
- Be Open to Change. Even the best laid plans have sell-by dates. Begin your planning early. Anticipate change. Conduct periodic reviews and decide how you’re going to handle it with your team.
- Stay Relevant. As technology and search engines change, so do strategies marketers use to engage with customers. If you aren’t staying on top of the newest trends in content marketing, your brand will be left behind, and your business will become irrelevant.
GONE are the days of the detailed, step-by-step, multi-year action plans. The pace of demographic, technological, and business model is changing too fast for any planner to predict that far into the future. It’s time to rethink and reframe your strategic planning. Literally, this means ‘out with the old, and in with the new.’
Effective strategy needs consistent discipline, not an annual intervention; it must be embedded in the day-to-day rhythm of organizational life.
Change is in the air. Breathe deep and take it all in. Let’s make 2018 a year to remember!
From all of us here at CorpMedia, here’s wishing you and yours a very happy and successful year ahead.
Posted by Irene Gomez, CIO, CorpMedia
In Shelagh Stephenson’s Olivier-award winning dark comedy, The Memory of Water, three sisters reunite to bid farewell to their recently departed mother. As adults, it is evident that their present lives have not lived up to expectations. That’s how life goes. But these girls can’t even agree on their shared past. And that’s how memory goes.
A common estimate used by psychologists suggests that a single ‘moment’ can last up to 3 seconds. So we experience about 20,000 separate moments each day, and about 500 million of them if we live to be age 70. Professor Daniel Kahneman, a Nobel Prize-winning economist and psychologist suggests that the vast majority of these moments simply vanish: poof – gone. And the memories we are left with can be very different from our experiences!
He distinguishes between what he calls the Experiencing Self and the Remembering Self. One of his favourite illustrations of this dichotomy is a story about a music lover, listening to a rare vinyl recording of a symphony. For 20 minutes, he got to experience some of the most sublime music of his life. Then, right near the end, there was a scratch on the record, a loud squeak, and he angrily declared: “It spoilt the whole thing!” But did it? He had enjoyed 20 minutes of lovely music, many moments. But that single negative moment coloured his memory of the entire thing. That’s what he committed to memory. What a shame.
What we now know is that, of the very many moments we experience in life, we are selective about which ones we commit to memory. And, for significant moments, we never simply record the facts. There’s always an emotional component – a feeling – that gets attached to the memory of that moment, and the two parts are not easily separated.
We all know people who lean towards a ‘glass is half empty’ philosophy of life. So is this merely a phenomenon that affects the pessimists among us? Probably not. Scientists believe that we are hard-wired to actively seek out, and remember, the negative. It is thought to be an evolutionary adaptation that enhances our ability to survive. Which I imagine was very useful in the jungle (“Yikes! A tiger, big teeth, scary, avoid in future!”) but occasionally frustrating for us in the modern world. For how does a ‘ruined’ memory of music impact the survival of the species? It doesn’t. But our hard-wired cognitive processes can’t automatically distinguish between the two.
Naturally, we also store and recall good memories. Things that nurture us, or feel pleasurable, are worth repeating if we get the chance, for they can also help our survival. For example, last week I was offered a piece of soda bread in a restaurant. It looked and tasted exactly like my granny’s bread, and I vividly remembered a warm kitchen and the smell of her apron as she hugged me close, more than 40 years ago.
That the girls in our play recall their shared experiences quite differently should come as no surprise. The emotional component of those moments was quite different for each of them, as our audience discovers along the way. One of the key reasons that the practice of mindfulness is so popular today, is the discovery that we can ‘hack’ our minds. By consciously marrying a neutral, or less negative, emotion to an immediate unpleasant experience we can influence our future mental states. Literally, we can write happier endings. It’s fascinating stuff.
In the 1960s Ellie Greenwich was a prolific songwriter, responsible for dozens of classic hits from The Girl Group era. Vi, the girls’ mother in our play, would certainly have sung along to these tunes as she got ‘dolled up’ to go out to the dance hall. One of Ellie’s lesser-known songs laments the heartache of having loved, and lost. The aching end lyric goes like this: “I wish I never saw the sun shine. I wish I’d never saw the sun shine. Cos if I never saw sunshine baby then…maybe… I wouldn’t mind the rain.”
As theatre makers it’s our job to know the breadth of human possibilities, and the depths of our individual character’s possibilities. We work with what the author gives us, and we can’t rewrite the ending. But by holding up a mirror to life, we believe that great theatre can help an audience to rewrite their own script, and maybe learn to love a little rain.
Written by Sean Worrall, an Ensemble Member of Wag the Dog Theatre.
The Memory of Water will play at Drama Centre Black Box, 100 Victoria Street, Singapore from 30 June to 9 July. Tickets are $35, available at SISTIC.
There’s been a lot of talk within B2B marketing circles about the importance of putting emotion at front of mind when creating marketing content.
One of the powers of social media is that it allows you to be yourself or anything else for that matter.
The euphoria of having a platform where your voice can be heard or you can be seen, creates a completely different person to what everyone sees or supposedly knows “offline.” It’s also a ‘space’ where as a marketer, you can display some emotion, even if this is in a virtual environment.
There is plenty of scientific evidence to show that you engage the best with people when you connect with them on an emotional level. It’s not necessarily about high drama or hypersensitivity. It’s about finding a connection, identifying a common ground, spotting a leveler and using that to form the foundation on which marketing conversations, marketing communications, and marketing engagement can be built.
So, what’s the marketing magic that happens when you get in touch with your emotions?
- You create content that’s meaningful and not abstract
- You make a lasting impression, and your content is bound to be remembered
- You expand your creative vision
- You churn out relevant stuff that’s reusable
- You start to feel, and pick up what’s going on around you
- You awaken from a sense of dullness, boredom and slumber
- You identify your own value and pour it out to others
- Content creation becomes a hobby and not a chore
- You develop a personality and your image flows through every word, sentence, paragraph, campaign etc.
- You stop hiding and reveal who you are.
To sum it up, marketing is a thought process, and if you are ready to revolutionize your marketing, then get emotional.
Post by 4CM, a member of the Evoke PR Network.