Email writing
using the indirect approach FOR BAD NEWS
In this lecture, we’re going to look at something that nobody looks forward to and that is how to give negative news diplomatically and constructively. Nobody likes to give bad news. Nobody likes to receive bad news. Let’s look at both sides of the equation to see what we can do better.
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Sad Truth about Bad News
“Bad news isn’t wine. It doesn’t improve with age.”
- Colin Powell
What do we need to know about giving bad news? Colin Powell had a great quotation. As soon as you have to give bad news and have thought about how to approach it, do it quickly. Why? Well, bad news will escape. It will not only escape, it’ll balloon upwards and become much larger than it actually is because rumours are incredibly effective. So gossip will get it out before you do and the damage will be done.
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Goals of Negative Messages
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Primary goals
Limit negative impact and response
Stress reader benefits
Keep lines of communication open
Secondary goals
Reduce/eliminate further correspondence
Build good image of writer and company
Avoid legal liability
Comparing Direct and Indirect Approaches
So here’s the direct approach which we dealt with mostly throughout this course. You start with the main point, you give the supporting details, you end with a good will close.
The indirect approach, it you decide to adopt that, you start with a collegial buffer. In other words, you talk about something connected to the topic, but you do not give the bad news yet. You establish common ground. Then in the middle, the body of the actual document, you give first a justification or a rationale and then the negative news. So the reader has had a chance to absorb the information, the rationale before coming to the negative news. In this way, the reader is less likely to respond immediately negatively and emotionally and may be more patient to process it. Ending of course with a goodwill close.
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Direct approach
Opening
Main point
Body
Supporting information
Ending
Positive close
Indirect approach
Opening
Collegial buffer
Body
Justification
Negative news
Ending
Goodwill close
Neutral Buffer Opening: (appreciation, agreement, cooperation, neutral courtesy)
(1) Rationale: Logically, neutrally, and briefly explain the reason for the bad news.
(2) Bad News: Understate the bad news clearly and concisely
Goodwill Close: Close with a personalized, positive, forward-
looking statement (good wishes, appreciation, future relationship)
(3) Offer of Compromise or Alternative
The Thin
Sandwich
The indirect approach/the sandwich approach
You start with a collegial buffer. In other words, you talk about something connected to the topic, but you do not give the bad news yet. You establish common ground. You could have an assurance that you have a good relationship, or will continue to do business with the people. You may talk about past relationships. You may comment on what the two of you have in common before you move to an explanation of what has happened.
Then in the middle, the body of the actual document, you give first a justification or a rationale and then the negative news. So the reader has had a chance to absorb the information, the rationale before coming to the negative news. In this way, the reader is less likely to respond immediately negatively and emotionally and may be more patient to process it. And at the end, if you have any alternatives that you can proffer to them, obviously use those.
Ending of course with a goodwill close. Some kind of collegial, friendly, diplomatic statement about positive relationship and appreciation for their services or their business.
So good, bad, good, which is why it’s called the bad news sandwich.
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The Buffer
Is information you include upfront to soften the blow of the bad news to follow
Usually establishes common ground between the writer and the recipient (empathy)
Should be brief but relevant
The buffer softens the blow and connects with the reader. Keep it short. Don’t drone on. If you do, they’ll stop , skip that buffer. You’ll side track them. They may never get to the news you need to give
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Buffer Opening (Paragraph 1)
Thank you for allowing us to review your credentials and interview you in our search for a Marketing Director. We regard this position as integral to the success of our expanding operations, and the high calibre of the applicants impressed us all. The committee enjoyed talking to you about your extensive background in the Mid-Western division of Honeymaker.
So here is an example that somebody sent as a letter of refusal to somebody who had applied for a job.
Personalised, you-oriented, gracious
Now I don’t know about you, but if I had read that introduction, if I’d applied for a job, I would pretty much know, if they had not said “congratulations” or “welcome” in that first paragraph, that I probably hadn’t got the job. However, a diplomatic, collegial paragraph. So if I read through it, I would probably feel fairly positively disposed while beginning to get the inkling that I’m not getting the job.
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Middle Paragraph
So what one would expect then in the next paragraph would be a collegial presentation of rationale. Why not.
Then the statement of bad news, brief. Do not dwell on the bad news, please. Sandwich it in the middle or the end of the paragraph.
Do not apologise. Do not take responsibility as if it were your fault.
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Analysis of the rationale/situation
Logical presentation of rationale
Legal, ethical, financial, or practical constraints
“Why not?”
Statement of bad news
Keep it brief but tactful.
Subordinate it to the middle of the paragraph (the “sandwich” strategy).
Don’t apologize.
Compromise or alternative
Relate to reader.
Offer a possible, reasonable alternative.
Rationale and Bad News (Paragraph 2)
Because of our intention to open up a new Latin American division, we determined that international marketing experience and fluency in Spanish would be two key criteria in the selection process. We have therefore offered the position to a bilingual applicant with over ten years of involvement in the Latin American market. You were one of the top candidates in the group and we are confident that your excellent qualifications will gain you a challenging position with a company that can optimize your strengths in the domestic market.
Co-operative tone
Logical presentation of rationale– legal, ethical, financial, or practical constraints
“Can-do” attitude Strategic placement of news in middle. Positive spin: REJECTION IS IMPLIED RATHER THAN STATED = OPTIMAL. LONG SENTENCES also DEFUSE Keep it brief but tactful.
Subordinate it to the middle or end of a paragraph (the “sandwich” strategy).
Don’t apologize.
Here is how masterfully this person wrote the middle paragraph telling this candidate that she did not get the job. Note where the refusal comes, the rejection.
If you said the middle sentence, you would be correct. It is the middle sentence in the middle paragraph. It has been buried there very, very carefully and strategically. You’ll notice that it’s not even really a rejection. It doesn’t say you didn’t get the job. It says we offered the position to… and then states the candidate. So it’s really a very, very indirect way of stating that you didn’t get the job.
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“Why” Reduces Emotional Response
Imagine how you would feel?
The annual company Labor Day picnic originally scheduled for Sept. 2 at Mansfield Park has been cancelled.
Because repair work at Mansfield Park might present safety concerns to our employees and their families, the Labor Day picnic originally scheduled for Sept. 2 has been cancelled.
What do you prefer?
As far as emotional response is concerned, here’s a way in which to couch bad news, something that people have been looking forward to, the company picnic, by a little explanation of rationale.
So this one comes off as a PR move. In other words, you are looking after the employees and their families to ensure that they are safe. To do so, you had to cancel the picnic.
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Goodwill close (Paragraph 3)
Thank you again for your interest in Honeymaker. We take it as a compliment that someone with your marketing expertise would like to work with us. We wish you well in your search for a marketing position that will put your excellent managerial experience to best use.
Sincerely,
Finally, you close with goodwill and common ground. Ending very positively as this letter does.
This was a real letter sent out to a candidate who in fact did stay in touch with the company after receiving this letter and left with a very good feeling about that company, the company culture and the way it treats people, not just its employees, but would-be employees, too. So it did a good job with the indirect approach.
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When to Avoid the Indirect Approach
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The negative information is very serious or urgent.
You need to give a seriously negative performance appraisal to an employee.
You are reporting a problem to your superior.
You are sending repeat requests.
You know your audience prefers the direct approach.
Should You Apologize?
NO, not if
The error is small and you can remedy the situation
The error isn’t yours
YES...if
The error is serious
BUT keep it short and sincere
Avoid negative phrasing and words
I regret to inform you…
I’m sorry we cannot…
I’m afraid we’re unable…
I’m sure you will agree…
Unfortunately,…
Flip Your Negatives into Positives
Your request doesn’t make any sense.
Your car won’t be fixed for a week.
Due to unforeseen circumstances, I won’t be able to attend your meeting.
I regret the misunderstanding.
Employees cannot park in the customer parking lot.
Please clarify your request.
You can pick up your car next week.
Because my flight has been delayed for three days, I will miss your meeting.
I’ll do my best to be clearer from now on.
Employees should park in the employee parking lot.
So, many ways to state the positive instead of the negative and change the dynamic of a bad news message.
Instead of rejecting people, be less direct: The position has been filled.
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