Completing Business Messages and Crafting Messages for Digital Channels

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Business Communication Essentials

Eighth Edition

Chapter 8

Writing Negative Messages

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Learning Objectives (1 of 2)

8.1 Apply the three-step writing process to negative messages.

8.2 Explain how to use the direct approach effectively when conveying negative news.

8.3 Explain how to use the indirect approach effectively when conveying negative news, and explain how to avoid ethical problems when using this approach.

Learning Objectives (2 of 2)

8.4 Describe successful strategies for sending negative messages on routine business matters.

8.5 Describe successful strategies for sending negative employment-related messages.

8.6 List the important points to consider when conveying negative organizational news.

8.7 Describe an effective strategy for responding to negative information in a social media environment.

Using the Three-Step Writing Process for Negative Messages

LO 8.1 Apply the three-step writing process to negative messages.

Delivering negative information is rarely easy and never enjoyable, but with some helpful guidelines, you can craft messages that minimize negative reactions. Whenever you deliver negative news, you have five main goals:

To convey the bad news

To gain acceptance for it

To maintain as much goodwill as possible with your audience

To maintain a good image for your organization

To reduce future correspondence on the matter

Accomplishing all five goals requires careful attention to planning, writing, and completing your message.

Goals of Negative Messages

Convey the Bad News

Gain Acceptance of the News

Preserve Goodwill

Maintain or Repair Reputation

Reduce of Eliminate Future Correspondence on Issue

Depending on the situation, you can have as many as five goals when communicating negative information:

To convey the bad news

To gain acceptance of the bad news

To preserve as much of your audience’s goodwill as possible

To maintain (or repair) your reputation or your organization’s reputation

To reduce or eliminate the need for future correspondence on the matter

Step 1: Planning Negative Messages

Planning Elements

Consider Your Audience and Purpose

Gather the Information You Need

Choose the Right Media and Channel

Choose the Best Approach

When planning negative messages, remember that your audience does not want to hear what you have to say. To minimize the damage to business relationships and to encourage the acceptance of your message, plan carefully. With a clear purpose and your audience’s needs in mind, gather the information your audience will need in order to understand and accept your message.

Selecting the right combination of media and channels is critical. For instance, experts advise that bad news for employees should always be delivered in person whenever possible, both to show respect for the employees and to give them an opportunity to ask questions. However, an increasing number of managers appear to be using email and other electronic media to convey negative messages to employees.

Finally, the organization of a negative message requires particular care. A negative message using the direct approach opens with the bad news, proceeds to the reasons for the situation or the decision, and ends with a positive statement aimed at maintaining a good relationship with the audience. In contrast, the indirect approach opens with the reasons behind the bad news before presenting the bad news itself.

Choosing the Approach

Do You Need to Get the Reader’s Attention?

Does the Reader Prefer a Direct Approach?

How Important Is the News to the Reader?

Will the Negative News Come as a Shock?

To decide which approach to take in any situation, ask yourself the following questions:

Do you need to get the reader’s attention immediately? If the situation is an emergency, or if someone has ignored repeated messages, the direct approach can help you get attention quickly.

Does the recipient prefer a direct style of communication? Some recipients prefer the direct approach no matter what, so if you know this, go with direct.

How important is this news to the reader? For minor or routine scenarios, the direct approach is nearly always best. However, if the reader has an emotional investment in the situation, or the consequences to the reader are considerable, the indirect approach is often better, particularly if the bad news is unexpected.

Will the bad news come as a shock? The direct approach is fine for many business situations in which people understand the possibility of receiving bad news. However, if the bad news might come as a shock to readers, use the indirect approach to help them prepare for it.

Step 2: Writing Negative Messages

Writing Elements

Write with Clarity and Sensitivity

Clarify Your Qualifications

Observe Communication Etiquette

Choose Positive, Productive Words

By writing clearly and sensitively, you can take some of the sting out of bad news and help your reader accept the decision and move on. If your credibility hasn’t already been established with an audience, clarify your qualifications so message recipients won’t question your authority or ability.

When you use language that conveys respect and avoids an accusing tone, you protect your audience’s pride. This kind of communication etiquette is always important, but it demands special care with negative messages. Moreover, you can ease the sense of disappointment by using positive words rather than negative, counterproductive ones.

Step 3: Completing Negative Messages

Completing Elements

Revise Your Content

Produce Professional Documents

Proofread Your Work Carefully

Deliver Messages Promptly

The need for careful attention to detail continues as you complete your message. Revise your content to make sure everything is clear, complete, and concise—even small flaws can be magnified in readers’ minds as they react to your negative news. Produce clean, professional documents, and proofread carefully to eliminate mistakes. Finally, be sure to deliver messages promptly; withholding or delaying bad news can be unethical and even illegal.

Summary of Discussion (1 of 7)

In this section, we discussed the following:

Step 1: Planning Negative Messages

Choosing the Approach

Step 2: Writing Negative Messages

Step 3: Completing Negative Messages

The next section will cover Using the Direct Approach for Negative Messages.

Using the Direct Approach for Negative Messages

LO 8.2 Explain how to use the direct approach effectively when conveying negative news.

A negative message organized using the direct approach starts with a clear statement of the bad news, presents reasons for the decision (perhaps offering alternatives), and ends with a positive statement aimed at maintaining a good relationship with the audience. Stating the bad news at the beginning can have two advantages: (1) It makes a shorter message possible, and (2) it allows the audience to reach the main idea of the message in less time.

Opening with a Clear Statement of the Bad News

Use the Introductory Paragraph

Avoid Being Overly Blunt

Transition into the News

State Why You’re Writing, If Needed

If you’ve chosen the direct approach to convey bad news, use the introductory paragraph of your message to share that information. To avoid being overly blunt, you can open with a neutral or positive statement that establishes common ground with the reader, then transition into the news. If necessary, remind the reader why you’re writing.

Providing Reasons and Additional Information

Explain Why the News Is Negative

Consider the Nature of the News

Assess Your Relationship with Readers

Determine Whether to Apologize

In most cases, follow the direct opening with an explanation of why the news is negative. The extent of your explanation depends on the nature of the news and your relationship with the reader. However, you will encounter some situations in which explaining negative news is neither appropriate nor helpful, such as when the reasons are confidential, excessively complicated, or irrelevant to the reader.

Should you apologize when delivering bad news? Some experts have advised that a company should never apologize, even when it knows it has made a mistake; the apology might be taken as a confession of guilt that could be used against the company in a lawsuit. However, judges, juries, and plaintiffs tend to be more forgiving of companies that express sympathy for wronged parties; an apology can also help repair a company’s reputation.

The best general advice in the event of a serious mistake or accident is to immediately and sincerely express sympathy and offer help if appropriate, without admitting guilt; then seek the advice of your company’s lawyers before elaborating.

Closing on a Respectful Note

Show Respect for the Recipient

Consider Alternative Solutions

Try to Include Positive Statements

Avoid Creating False Hopes

After you’ve explained the negative news, close the message in a way that respects the impact the negative news is likely to have on the recipient. If appropriate, consider offering your readers an alternative solution if you can, and if doing so is a good use of your time. Look for opportunities to include positive statements, but avoid creating false hopes. Ending on a false positive can leave readers feeling “disrespected, disregarded, or deceived.”

Summary of Discussion (2 of 7)

In this section, we discussed the following:

Opening with a Clear Statement of the Bad News

Providing Reasons and Additional Information

Closing on a Respectful Note

The next section will cover Using the Indirect Approach for Negative Messages.

Using the Indirect Approach for Negative Messages

LO 8.3 Explain how to use the indirect approach effectively when conveying negative news, and explain how to avoid ethical problems when using this approach.

The indirect approach helps readers prepare for the bad news by outlining the reasons for the situation before presenting the bad news itself. However, the indirect approach is not meant to obscure bad news, delay it, or limit your responsibility. The purpose of this approach is to ease the impact of the bad news and help readers accept it. When done poorly, the indirect approach can be disrespectful and even unethical. When done well, it is a good example of “you-oriented” communication crafted with attention to both ethics and etiquette.

Opening with a Buffer

Neutral Statement

Express Your Appreciation

Assure Your Reader

Show That You Understand

Introduce the Subject Matter

Establish Common Ground

Messages using the indirect approach open with a buffer—a neutral, noncontroversial statement that establishes common ground with the reader. Depending on the circumstances, a good buffer can express your appreciation for being considered, assure the reader of your attention to the request, indicate your understanding of the reader’s needs, introduce the general subject matter, or simply establish common ground with your readers.

A good buffer is relevant and sincere. In contrast, a poorly written buffer might trivialize the reader’s concerns, divert attention from the problem with insincere flattery or irrelevant material, or mislead the reader into thinking your message actually contains good news.

Provide Reasons and Additional Information

Introduce Negative Points Gradually

Provide Concise, Sufficient Details

Don’t Hide Behind Company Policy

An ideal explanation section leads readers to your conclusion before you come right out and say it. The reader has followed your line of reasoning and is ready for the answer. By giving your reasons effectively, you help maintain focus on the issues at hand and defuse emotions that always accompany bad news. An effective way to do this is to start with positive or neutral points and move through progressively negative points. Provide enough detail for the audience to understand your reasons, but be concise.

Avoid hiding behind company policy to cushion your bad news. Skilled and sympathetic communicators explain company policy so that the audience can try to meet the requirements at a later time.

If you’ve done a good job of laying out your reasoning, then you’ve done everything you can to prepare the reader for the main idea, which is the negative news itself.

Continue with a Clear Statement of the Bad News

Deemphasize the Bad News

Use a Conditional Statement

Stress What You Can Do or Have Done

Three techniques are especially useful for saying "no" as clearly and as kindly as possible.

First, deemphasize the bad news:

Minimize the space and time devoted to the bad news.

Subordinate the bad news within a complex or compound sentence.

Embed the bad news in the middle of a paragraph or use parenthetical expressions.

However, keep in mind that it's possible to abuse deemphasis. State the bad news clearly; then transition to any positive news that might balance the story.

Second, use a conditional statement (if or when) to imply that the audience could have received, or might someday receive, a favorable answer (“When you have more managerial experience, you are welcome to reapply”). Such a statement could motivate applicants to improve their qualifications.

Third, emphasize what you can do or have done, rather than what you cannot do. By focusing on the positive and implying the bad news, you can make the impact less personal and soften the blow.

Close on a Respectful Note

Avoid an Uncertain Conclusion

Limit Future Correspondence

Express Optimism, if Appropriate

Be Sincere and Avoid Clichés

The conclusion is your opportunity to emphasize your respect for your audience, even though you’ve just delivered unpleasant news. A positive close builds goodwill, offers suggestions for action, provides a look toward the future, and is sincere.

Whatever type of conclusion you use, follow these guidelines:

Avoid an uncertain conclusion. If the situation or decision is final, avoid statements, such as “I trust our decision is satisfactory,” which can imply that the matter is open to discussion or negotiation.

Limit future correspondence. Encourage additional communication only if you’re willing to discuss your decision further.

Express optimism, if appropriate. If the situation might improve in the future, share that with your readers, if it’s relevant.

Be sincere. Steer clear of clichés that are insincere in view of the bad news. If you can’t help, don’t say, “If we can be of any help, please contact us.”

Keep in mind that the close is the last thing audience members have to remember you by. Even though they’re disappointed, leave them with the impression that they were treated with respect.

Summary of Discussion (3 of 7)

In this section, we discussed the following:

Opening with a Buffer

Providing Reasons and Additional Information

Continuing with a Clear Statement of the Bad News

Closing on a Respectful Note

The next section will cover Sending Negative Messages on Routine Business Matters.

Sending Negative Messages on Routine Business Matters

LO 8.4 Describe successful strategies for sending negative messages on routine business matters.

Professionals and companies receive a wide variety of requests and cannot respond positively to every single one. In addition, mistakes and unforeseen circumstances can lead to delays and other minor problems that occur in the course of business. Occasionally, companies must send negative messages to suppliers and other parties. Whatever the purpose, crafting routine negative responses and messages quickly and graciously is an important skill for every businessperson.

Making Negative Announcements on Routine Business Matters

Open with a Buffer

Advance Your Reasoning

Deliver the Announcement

Close the Message Appropriately

Many negative messages are written in response to requests from an internal or external correspondent; but on occasion, managers need to make unexpected announcements of a negative nature. Although such announcements happen in the normal course of business, they are generally unexpected. Accordingly, except in the case of minor changes, the indirect approach is usually the better choice. Therefore, open with a buffer that establishes some mutual ground between you and the reader, advance your reasoning, announce the change, and close with as much positive information and sentiment as appropriate under the circumstances.

Rejecting Suggestions and Proposals

Managers receive a variety of suggestions and proposals, both solicited and unsolicited, from internal and external sources. For an unsolicited proposal from an external source, you may not need to respond if you don’t already have a working relationship with the sender. However, if you need to reject a proposal that you solicited, you owe the sender an explanation, and because the news will be unexpected, the direct approach is better. In general, the closer your working relationship, the more thoughtful and complete you need to be in your response. For example, if you are rejecting a proposal from an employee, explain your reasons fully and carefully so that the employee can understand why the proposal was not accepted and so that you don’t damage an important working relationship.

Refusing Routine Requests

Manage Your Time Carefully

If the Matter’s Closed, Say So

Offer Alternatives, if Possible

Don’t Imply Further Assistance

Saying “no” is a routine part of business and shouldn’t reflect negatively on you. The direct approach will work best for most routine negative responses. Your audience gets the answer quickly, and it saves you time. The indirect approach works best if the stakes are high, if you or your company has an established relationship with the person making the request, or you are forced to deny a request that you may have granted in the past.

Consider the following points as you develop routine negative messages:

Manage your time carefully. Focus your limited time on the most important relationships and requests; craft quick, standard responses for less important situations.

If the matter is closed, do not imply that it is still open. If your answer is truly “no,” then avoid phrases such as “Let me think about it and get back to you” as a delaying tactic.

Offer alternative ideas if you can. However, use your time wisely. Unless the relationship is vital to your company, you probably should not spend time researching alternatives for the other person.

Do not imply that other assistance or information might be available if it is not. A disingenuous attempt to soothe hostile feelings could simply lead to another request you will have to refuse.

Handling Bad News About Transactions

These Messages Have Three Goals

Modify the Customer’s Expectations

Explain Your Plan of Action

Repair the Business Relationship

Bad news about transactions is always unwelcome and usually unexpected. These messages have three goals:

Modify the customer’s expectations regarding the transaction.

Explain how you plan to resolve the situation.

Repair whatever damage might have been done to the business relationship.

The content and tone of each message can vary widely, depending on the nature of the transaction and your relationship with the customer. If you have not done anything specific to set the customer’s expectations—such as promising delivery within 24 hours—the message simply needs to inform the customer, with little or no emphasis on apologies. If you did set the customer’s expectations but you can’t meet them, your task is more complex. In addition to resetting the customer's expectations and explaining how you will resolve the problem, some messages may need to include an element of apology.

Refusing Claims and Requests for Adjustments

Employ These

Positive Tone

Understanding

Explanations, Facts

Appropriate Close

Avoid These

Negative Tone

Accusations

Abusive Language

Anger or Malice

Almost every customer who makes a claim or requests an adjustment is emotionally involved; therefore, the indirect approach is usually the best approach for a refusal. Your job as a writer is to avoid accepting responsibility for the unfortunate situation and yet avoid blaming or accusing the customer.

Pay special attention to the tone of your message. Avoid language that might have a negative impact on the reader. Instead, demonstrate that you understand and have considered the complaint. Then, rationally explain why you are refusing the request (using facts and accurate information). Close on a respectful and action-oriented note.

When dealing with customers, chances are good that you will get a request that is outrageous. You may even be convinced that the person is not telling the truth. However, resist the temptation to call the person dishonest or incompetent. If you do, you could be sued for defamation, a false statement that tends to damage someone’s character or reputation. Therefore, avoid reacting emotionally by using abusive language, anger, or malice when you reply. Instead, stick to the facts and provide accurate information. Communicate honestly and emphasize a desire for a good relationship in the future.

Note: If you think a situation might have legal consequences, consult your company’s legal advisors before you respond.

Summary of Discussion (4 of 7)

In this section, we discussed the following:

Making Unexpected Negative Announcements

Rejecting Suggestions and Proposals

Refusing Routine Requests

Handling Bad News About Transactions

Refusing Claims and Requests for Adjustments

The next section will cover Sending Negative Employment Messages.

Sending Negative Employment Messages

LO 8.5 Describe successful strategies for sending negative employment-related messages.

All managers must convey bad news about individual employees from time to time. You can use the direct approach when writing to job applicants or when sending a negative reference to a prospective employer. But it’s best to use the indirect approach when giving negative performance reviews to employees; they will most certainly be emotionally involved. In addition, choose the media for these messages with care. Written messages let you control the message and avoid personal confrontations, but one-on-one conversations are more sensitive and promote the interaction often needed to confront problems and discuss solutions.

Refusing Requests for Recommendations (1 of 2)

Requested by Employers

Conciseness

Directness

Requested by Employees

Diplomacy

Preparation

Managers may get requests for recommendations from other employers or from past employees. When sending refusals to prospective employers, your message may be brief and direct.

Letters to the applicants themselves are another matter. Any refusal to cooperate may appear to be a personal slight and/or a threat to the applicant’s future. Diplomacy and preparation help readers accept your refusal.

Refusing Requests for Recommendations (2 of 2)

If You Are in a Position to, But Choose Not to:

Disqualify yourself

Suggest an Alternative

Take a Mentoring Approach

Explain Your Personal Policy

When you are in a position to make a recommendation but choose not to, there are several options.

You can disqualify yourself by explaining that you are not in a good position to offer an objective assessment.

Suggest an alternative such as another supervisor.

Respectfully explain why you don’t think an opportunity is a good path to follow and offer some guidance about how to find the right opportunity.

If you don’t have a current, close working relationships, you can simply explain you have opted not to provide recommendations as a matter of personal policy.

Be respectful and don’t go overboard apologizing for your decision.

Refusing Social Networking Recommendation Requests

Three Basic Approaches

Ignoring

Refraining

Responding

Making recommendations in a social networking environment is more complicated than with a traditional recommendation letter because the endorsements you give become part of your online profile.

Fortunately, social networks give you a bit more flexibility when it comes to responding to these requests. One option is to simply ignore or delete the request. Another option is to refrain from making recommendations at all, and just letting people know this policy when they ask.

If you choose to make recommendations and want to respond to a request, you can write as much or as little information about the person as you are comfortable sharing.

Whatever you decide, remember that it is your choice.

Rejecting Job Applications

Personalize the Message

Express Your Appreciation

Remain Courteous and Polite

Avoid Offering Explanations

Don’t Imply Future Consideration

Close with a Positive, Courteous Tone

Although rejections are routine communications, they are not always easy to write because recipients are emotionally invested in the decision. Moreover, companies must be aware of the possibility of employment discrimination lawsuits, which have been on the rise in recent years; therefore, rejections must also be written in a way that doesn’t suggest any hint of discrimination. Expert opinions differ on the level of information to include in a rejection message, but the safest strategy is a minimal approach that includes the following elements:

Personalize the message by using the recipient’s name.

Open with a courteous expression of appreciation for being considered.

Convey the negative news politely and concisely.

Avoid explaining why an applicant was rejected or why other applicants were chosen.

Don’t state or imply that the application will be reviewed at a later date.

Close with positive wishes for the applicant’s career success.

Giving Negative Performance Reviews

Document Performance Based on Evidence

Don’t Focus Just on Negative Elements

Make It a Conversation

Don’t Avoid Difficult Topics

Match Written and Oral Communication

Evaluate All Employees Consistently

Be Calm and Objective

Focus on Ways to Improve

Performance reviews are designed to clarify job requirements, give employees feedback on their performance, and establish a personal plan of action for the future. Performance reviews also help companies set organizational standards, communicate organizational values, and document evidence of performance.

If you need to write a review that includes negative information, keep the following points in mind:

Document performance problems. You will need this information in order to write an effective appraisal and to support decisions about pay, promotions, or termination.

Evaluate all employees consistently. Consistency is not only fair but also helps protect the company from claims of discriminatory practices.

Write in a calm, objective voice. The employee is not likely to welcome your negative assessment, but you can manage the emotions of the situation by staying professional in your writing.

Focus on opportunities for improvement. This information can serve as the foundation for an improvement plan for the coming year.

Keep job descriptions up to date. If a job evolves over time in response to changes in the business, the employees’ current activities may no longer match an outdated job description.

Terminating Employment

Be Clear and Objective

Be Specific As to Reasons

Present Reasons

Don’t Discriminate

Obey Policy & Law

Avoid Insults

Seek Advice

Deliver in Person

Be Prepared for Questions

Avoid Surprises

If an employee’s performance cannot be brought up to company standards, or if other factors cause a reduction in the workforce, a company often has no choice but to terminate employment. As with other negative employment messages, termination is fraught with emotions and legal ramifications, so careful planning, complete documentation, and sensitive writing are essential. Termination messages should always be written with input from the company’s legal staff, but here are some general writing guidelines to bear in mind:

Clearly present the reasons for this action, whether it is the employee’s performance or a business decision unrelated to specific employees.

Make sure the reasons are presented in a way that cannot be construed as unfair or discriminatory.

Follow company policy and any relevant legal guidelines (such as employment contracts) to the letter.

Avoid personal attacks or insults of any kind.

Ask another manager to review the letter before issuing it. An objective reviewer might spot troublesome wording or faulty reasoning.

Deliver the termination letter in person if at all possible. Arrange a meeting that will ensure privacy and freedom from interruptions.

Summary of Discussion (5 of 7)

In this section, we discussed the following:

Refusing Requests for Recommendations

Refusing Social Networking Recommendations

Rejecting Job Applications

Giving Negative Performance Reviews

Terminating Employment

The next section will cover Sending Negative Organizational News.

Sending Negative Organizational News

LO 8.6 List the important points to consider when conveying negative organizational news.

As a manager or business owner, you might need to issue negative announcements regarding some aspect of your products, services, or operations. These messages include news of significant changes that negatively affect one or more groups (such as losing a major contract or canceling a popular product); announcements of workforce reductions; and crisis communication regarding environmental incidents, workplace accidents, or other traumatic situations.

Guidelines for Negative Announcements (1 of 2)

Match the Approach to the Situation

Consider the Needs of Each Group

Minimize the Element of Surprise

Plan and Manage a Response

Negative situations will test your skills as a communicator and as a business leader. Inspirational leaders try to seize such situations as an opportunity to reshape or reinvigorate the organization, and they offer encouragement to those around them.

When making negative announcements, follow these guidelines:

Match your approach to the situation. For example, in an emergency such as product tampering or a toxic spill, get to the point immediately.

Consider the unique needs of each group. When a facility closes, for instance, employees need time to find new jobs, and community leaders may need to be prepared to help people who have lost their jobs.

Minimize the element of surprise whenever possible. Give affected groups as much time as possible to prepare and respond.

If possible, give yourself enough time to plan and manage a response. Make sure you are ready with answers to expected questions.

Guidelines for Negative Announcements (2 of 2)

Be Positive But Not Falsely Optimistic

Seek the Advice of Experts

Use Multiple Channels to Reach Out

Be Open and Transparent

Look for positive angles but avoid false optimism. Laying off 10,000 people does not give them “an opportunity to explore new horizons.” It is a traumatic event that can affect employees, their families, and their communities for years. The best you may be able to do is to thank people for their past support and wish them well in the future.

Seek expert advice. Many significant negative announcements have important technical, financial, or legal elements that require the expertise of lawyers, accountants, or other specialists.

Use multiple channels to reach out to affected audiences. Provide information through your normal communication network. In addition, reach out and participate in conversations taking place in the social media landscape.

Be open and be transparent. Mark Price, managing director of the UK grocery chain Waitrose, puts it perfectly: “We recognize that we have to be increasingly open and transparent. You can’t close down businesses now; you can’t bunker up if there’s a problem. You’ve got to go the other way.”

Summary of Discussion (6 of 7)

In this section, we discussed the following:

Guidelines for Negative Announcements

The next section will cover Responding to Negative Information in a Social Media Environment.

Responding to Negative Information in a Social Media Environment

LO 8.7 Describe an effective strategy for responding to negative information in a social media environment.

Social media channels give customers who feel they have been wronged a chance to speak out and potentially influence corporate behavior. Many companies appreciate the feedback from these sites, too, and many use the feedback to improve their products and operations. However, false rumors and unfair criticisms can spread globally in a matter of minutes; therefore, companies need to respond with timely information for all stakeholders.

Challenges of Social Media

Responding to Rumors

Refuting False Information

Defending Against Attacks

For all the benefits they bring to business, social media and other communication technologies have created a major new challenge: responding to online rumors, false information, and attacks on a company’s reputation.

Responding Negative Information

Engage Early, Engage Often

Monitor the Conversation

Evaluate All Negative Messages

Make the Appropriate Response

Responding to rumors and countering negative information requires an ongoing effort and case-by-case decisions about which messages require a response. Follow these four steps:

Engage early, engage often. Perhaps the most important step in responding to negative information has to be done before the negative information appears, and that is to engage with communities of stakeholders as a long-term strategy.

Monitor the conversation. If people are interested in what your company does, chances are they are blogging, tweeting, podcasting, posting videos, writing on Facebook walls, and otherwise sharing their opinions. Listen to what people are saying.

Evaluate negative messages. When you encounter negative messages, resist the urge to fire back immediately. Instead, evaluate the source, the tone, and the content of the message and then choose a response that fits the situation.

Respond appropriately. After you have assessed a negative message, take the appropriate response based on an overall public relations plan.

Whatever you do, don’t assume that a positive reputation doesn’t need to be diligently guarded and defended. Everybody has a voice now, and some of those voices don’t care to play by the rules of ethical communication.

Summary of Discussion (7 of 7)

In this section, we discussed the following:

Challenges of Social Media

Responding to Rumors and Countering Negative Information

This concludes our discussion of Chapter 8: Writing Negative Messages.