How do I get bad news to my team? Tips from the career advisor

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Uff, how do I tell my team?

Photo: Daniel Allan / plainpicture

Henry, 42, asks: »I lead a team of ten seasoned employees, all people who can assert themselves.

Now I have to tell you that the vacant position in the back office will not be filled for budget reasons.

These for all unloved tasks must now be distributed within the team.

How do I get this unpleasant news without them tearing me apart? "

Dear Henry,

you are not to be envied. Bringing bad news is an uncomfortable job. Nobody likes to be the bogeyman. Your seasoned employees will certainly not hold back with their feelings. Good this way! Because even if it won't be a walk in the park for you, it is better for cooperation and the later distribution of tasks, everything is said and the "cups empty".

It probably won't feel like that at first, but your team doesn't mean you personally.

The colleagues will vent their anger, they will tear the message, but not YOU.

As the messenger, you are the only one available, even if it was not up to you to make another decision.

Perhaps a little humor will help here: at least it won't cost you your head, as was the order of the day in antiquity.

Picture the worst that can happen;

with that you are already in the middle of a good preparation for the preaching and dealing with the reactions.

Divide the challenge into two steps: first focusing on the proclamation, then dealing with the reactions.

The proclamation

Face the topic and your team as soon as possible.

Don't risk your employees finding out about it beforehand over the radio.

Communicate it personally and call a team meeting.

If your team is complete, you get straight to the point.

Say hello, state the topic, and then get the message across in no more than five sentences.

Make sure you do

• use the first person

• get down to business

• don't gloss over anything,

• are clear and unambiguous ("Keep it simple"),

• are honest

• not disguising the bad news with good news,

• do not put anything into perspective,

• Do not take evasive maneuvers or seek excuses,

• Communicate the unchangeable like this: "That's the way it is now!"

Do not distance yourself from the decision, for example with formulations like "you have" or "those up there".

Do not blame others, but show your attitude as the messenger and stand up for it.

You are the one who has to and wants to wear it and implement it with the team.

This also makes it easier for your employees to accept the situation in the long term and take action.

Your announcement could go something like this:

“Unfortunately I have to inform you today that we will not fill the vacancy in the back office.

The reason for this is the lack of a budget, which had to be cut significantly as a result of the decline in sales.

We will have to distribute the tasks within the team.

I know that it makes your work harder and that none of you appreciate these tasks.

I will set an appointment as soon as possible so that we can find a workable solution together. "

Write down your five sentences ahead of time and read them aloud a few times before the appointment.

Dealing with the reactions

Give the team time to digest the news and arm yourself to accept and endure the resistance and emotions as something natural and helpful.

You do not have to invalidate the statements, because outrage and frustration need an outlet.

Let it happen and refrain from appeasing and belittling yourself.

The team will initially not listen on the factual level (the position will not be filled), but primarily on the relationship level (our work and we are not valued, they can do it with us, it always hits us ...).

Go with the resistance and not against it.

Accept, but not personally, that colleagues express their feelings.

Only then will they be able to go to the factual level, deal with the unalterable and work on a solution in the next step.

Specifically, this means: Receive a lot and send little.

Listen actively, keep eye contact, and show understanding of the reactions.

Acknowledge emotionally by expressing that you understand the feelings.

However, avoid telling the team how you are doing.

Your condition is not important here and does not help.

Prepare the content and have all the facts ready on which the decision is based.

The background and facts are only used in the second step, after it has been the team’s turn.

Do not expect too much from the date of the preaching.

Hope for tolerance, but don't expect acceptance.

The outrage will subside when the facts are digested and you continue to work closely with your team and tackle the distribution of tasks together.

I suspect, dear Henry, you are not enthusiastic about the decision made either.

Take care of yourself and your relief too.

I hope this is a part of that.

I wish you success!