Profession Comm. Questions 6

Unit VI

Lesson 4: Sending Negative Messages

Introduction

Negative messages are an inevitable part of every company’s communications. Such messages

include the refusal of a request, denial of benefits, or delivering any other of a wide variety of

types of bad news. These messages should always be positive, but it is surprisingly challenging

to deliver bad news in a context that must also maintain a positive tone, or at least as positive a

tone as possible given the circumstances.

When communicating online, respond to positive and negative messages with equally positive

tones and self-consciousness about the best interests of the company you represent. Many

customers and clients read communications from a business or organization and decide whether

or not to continue a business relationship with a company without ever having visited the

business in person.

Unconditionally, when a response must convey bad news of any type, always use positive

language. For example, do not ever accuse anyone of providing false or misleading information

when responding to a claim. At all times, respond professionally regardless of the tone of the

claimant and his or her message. Your message, even though it must be negative—anything

other than what the customer expects or wishes to hear—should attempt to create trust with the

recipient of the message.

Writing Negative Messages

When writing negative messages, use the direct approach, and always try to soften the message

while being careful not to be misunderstood. Since the person receiving the bad news will not be

enthusiastic about the message, structure the message so that the entire message will be read. The

structure of these messages should be an opening that is very positive, delivery of the bad news

in the middle, and a closing that is as positive as possible under the circumstances with the goal

that you have satisfied and retained the customer.

Using the Direct Strategy for Negative Messages

Providing information upfront before explaining the reasons is often called the direct strategy.

This strategy is used for messages when you wish to provide the bad news without delay. The

main reason for the message is stated immediately. Follow in the next paragraph with reasons

why the negative action is being taken. How much to disclose depends on the situation and the

relationship with the person or persons receiving the message.

For example, if there is a very good relationship with a customer/client, and you do not want to

place that relationship in jeopardy, an explanation might be lengthy. Provide sufficient

information so that the customer/client recognizes that, given the circumstances, the action and

response to the request or demand is logical, legal, and inevitable. Most customers will follow

and accept a logical response that has support from policy, a warranty, or other viable reasons.

However, there may be times when an explanation does not satisfy the customer. In that

situation, you will have to explain in convincing detail why more information or a different

outcome is not possible at this time.

Sending Negative Messages to Employees

When a reprimand must be written to an employee, immediately state what the problem is—

identifying the conduct that caused the reprimand. Next, state clearly why the problem arose and

any problems that occurred as a result of the employee’s actions. For example, the employee

might not have followed instructions given by the supervisor and caused other employees to

make errors in production. Finally, set up a plan for improvement, and establish a timeline for

the improvement to be made.

Sometimes, a recommendation letter has the potential for containing bad news because it may

not deliver information the individual seeking the recommendation expects. Never agree to be a

reference or write a recommendation letter if you are uncomfortable doing so. However, there is

a strategy that turns a potentially negative situation into a positive one. A reluctant

recommendation letter can be written as follows:

Our organization does not send out formal recommendations. However, I can

confirm your employment dates with our company. Best of luck in your career.

One of the most negative messages to an employee is a termination letter. Many companies have

a standard letter of termination or an HR department that handles this situation. However, if you

have to write a termination letter, always choose your words carefully, remembering that

anything you say or write could end up in a court of law. Again, many companies retain

specialists who create and deliver these documents because of the potential for legal action that

could very easily follow a termination.

When using the direct approach, use the following format:

a. Explain the reasons why the employee is being terminated. b. Ensure that your words cannot be interpreted as personal or discriminatory. c. Avoid using language that could be considered insulting. d. Ask another manager or a human resources department to read the message for clarity

and soundness.

Traditionally, it is expected that someone meet with the employee to explain the situation and

deliver the letter. In many cases, it is customary to have at least one witness to the meeting.

Using the Indirect Strategy for Negative Messages

Setting out your message by explaining the reasons why something occurred before stating

clearly what that message is is known as the indirect strategy. This strategy is usually used when

announcing or delivering a variety of negative messages to your staff, such as organizational

layoffs.

A normal reaction for many people is to stop reading a message as soon as they encounter the

bad news or any message that is not what they wanted or expected. For that very reason, many

managers use the indirect approach to pass on bad news.

To lessen the impact of bad news, always begin with a buffer, some good news or at least neutral

information prior to addressing the material the reader is expected to find negative. If there is

possibly any good news in your message, start with the good news, even something neutral, or

let the reader know that his or her business is appreciated—anything creative to move the reader

into the material he or she does not want to hear.

You can then move on to deliver the bad news. Try to understand the person receiving the

message, have empathy, and identify with him or her. Let the person know why he or she is

receiving the bad news, using words that express sentiments and ideas clearly and logically. If

the person can follow the reasoning, he or she is much more likely to accept the bad news, not

like it, but at least understand why the outcome was the next inevitable step in a logical process.

All such messages must avoid all negative words, if at all possible. Words such as cannot, fail, or

impossible must never be used in negative messages. In fact, the final revision of any negative

message should be a careful examination of the message from top to bottom with the goal of

removing every negative word in the entire communication. Even not, no, only, and other words

not ordinarily considered negative must be removed. Instead of explaining what you cannot do,

always phrase the message in terms of what you can do. These letters are not easy at first, but

when a writer goes through the process several times, the format and context of such letters

become much easier to compose, and they are accepted far better than one that is saturated with

negative words, none of which the customer or employee wants to read or hear.

Negative messages must always close with positive thoughts and statements. Point the readers to

a brighter future by offering alternative options or information that they can use to better

themselves. Letters of rejection for a job application, denials of credit, and many other negative

messages are much more palatable when they close with compliments and prospects for the

future. Traditionally, one should close by simply wishing the person well in the future regardless

of the contents appearing before the closing.

Check for Understanding

(The Answer Key can be found after the Review)

1. Which of the following does not qualify as bad news? a. A company policy that states you many not use the company computers to check your

social media site

b. A memo to an employee stating that he or she was not selected for an advertised position that would be a promotion

2. As a general rule, use positive language for any good news message and stronger negative language for the bad news or negative messages that must be sent to employees

or customers.

a. True b. False

3. When might be the best time to make a decision to use the direct method of composing and delivering a bad news message?

a. When the person is familiar to the sender and likely expects the news b. When the recipient is likely to be very uncomfortable with the news, disappointed, or

even hostile

4. When you use the direct method, always close the message with the bad news. a. True b. False

5. If you decide to use the indirect method of delivery for your bad news message, you would likely begin with what?

a. A funny story b. A buffer

Review

 Negative messages are sent when a company has to refuse a request, deny a benefit, or deliver some other type of bad news.

 The direct strategy is used for messages when you wish to provide the bad news without delay.

 When writing a reprimand to an employee, you should state what the problem is immediately.

 The indirect strategy is used when you have to explain the reasons why something occurred before stating the issue.

Answer Key

1. A - A policy, whether employees are for or against it, does not qualify as bad news because it is not a message delivered to one or more employees but a uniform standard

for all.

2. B – False: Never use negative language in any communication. In fact, even in those communications that must be designated as negative messages, strike out negative words,

and use something positive before and even after the delivery of the bad news line or

note.

3. A - In this case, the receiver is likely expecting the information and would appreciate a direct answer and might even perceive anything less as being disingenuous.

4. B – False: Regardless of whether you use the direct or indirect method for the delivery of your message, always close every message with something positive or at least neutral;

never end on the bad news message.

5. B - A buffer is simply a line or two prior to the bad news that expresses cordiality, neutral if not positive, but something leading into the negative message that will not be perceived

as procrastination or even trepidation.