Writing Negative Messages Chapter 8 Writing Negative Messages Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Learning Objectives The Three-Step Writing Process The direct and indirect approaches Routine negative messages Negative employment messages Negative organizational news Negative information in social media LEARNING OBJECTIVES After studying this chapter, you will be able to do the following: Apply the three-step writing process to negative messages Explain how to use the direct approach effectively when conveying negative news Explain how to use the indirect approach effectively when conveying negative news and explain how to avoid ethical problems when using this approach Describe successful strategies for sending negative messages on routine business matters Describe successful strategies for sending negative employment-related messages List the important points to consider when conveying negative organizational news Describe an effective strategy for responding to negative information in a social media environment Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Using the Three-Step Process for 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Plan the Message Purpose Medium Audience Approach When planning messages that will convey negative news, you can’t avoid the fact 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 medium is critical. For instance, experts advise that bad news for employees always be delivered in person whenever possible, both to show respect for the employees and to give them an opportunity to ask questions. Of course, delivering bad news is never easy, and an increasing number of managers appear to be using e-mail and other electronic media to convey negative messages to employees. Finally, the organization of negative message requires particular care. One of the most critical planning decisions is choosing whether to use the direct or indirect approach. 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Choose the Approach Will the bad news come as a shock? What does the reader prefer? How important is the news? What is your relationship with the reader? Do you need the reader’s attention? What is your organization’s style? To decide which approach to take in any situation, ask yourself the following questions: Will the bad news come as a shock? Does the reader prefer short messages that get right to the point? How important is this news to the reader? Do you need to maintain a close working relationship with the reader? Do you need to get the reader's attention? What is your organization's preferred style? Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Write the Message Clarity Sensitivity Credibility Etiquette 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Complete the Message Revising Producing Proofreading Delivering 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.  Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Using the Direct Approach for Negative Messages A negative message organized using the direct approach starts with a clear statement of the bad news, proceeds to the reasons for the decision (perhaps offering alternatives), and ends with a positive statement aimed at maintaining a good relationship with the audience. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

The Direct Approach Bad News Reasons Positive Close Step 1 Step 2 Flow of the Message Bad News Step 1 Reasons Step 2 Positive Close Step 3 Substance of the Message Direct messages take less time for you to write, and readers need less time to reach the main idea of the message. If you have chosen the direct approach to convey bad news, come right out and say it. Maintain a calm, professional tone that keeps the focus on the news and not on individual failures. If necessary, remind the reader why you are writing. In most cases, you will follow the direct opening with an explanation of why the news is negative. The extent of your explanation depends on the nature of your news and your relationship with the reader. You will encounter 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. To maintain a cordial working relationship with the reader, you might want to explain why you cannot provide the information. When a company has made a serious mistake, should an apology be offered? 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. A straightforward, sincere apology can go a long way toward healing wounds and rebuilding relationships. After you have explained your negative news, close the message in a positive and respectful manner. If you can, consider offering your readers an alternative solution, in order to preserve an important business relationship. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Using the Indirect Approach for Negative Messages 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

The Indirect Approach Buffer Reasons Bad News Step 3 Positive Close Flow of the Message Buffer Step 1 Reasons Step 2 Bad News Step 3 Positive Close Step 4 Substance of the Message The indirect approach follows a four-part sequence: 1. Open with a buffer. 2. Continue with a logical, neutral explanation of the reasons for the news. 3. Follow with a clear but diplomatic statement of the bad news. 4. Close with a positive forward-looking statement. The next four slides cover this four-part sequence in detail. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Open with a Buffer Neutral Considerate The first step in using the indirect approach is to write a buffer, a neutral, non-controversial statement that is closely related to the point of the message. A buffer establishes common ground with your reader, and if you’re responding to a request, a buffer validates that request. Some critics assert that using a buffer is unethical or manipulative. However, buffers are unethical only if they are insincere or deceptive. Showing consideration for the feelings of others is never dishonest. 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. A good buffer can express your appreciation for being considered (if responding to a request), show that you are attentive to the reader’s request, or indicate that you understand the reader’s needs. Whichever approach you choose, make sure your buffer is respectful, relevant, and neutral. Moreover, make sure it provides a smooth transition to the reasons that follow. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Present the Reasons Detailed Tactful Individualized Unapologetic Maintain Focus Defuse Emotions Tactful Individualized Unapologetic Positive Detailed 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. Well-written reasons are detailed, tactful, individualized, unapologetic, and positive. As you lay out your reasons, guide your readers’ responses by starting with the most positive points first and moving forward to increasingly negative ones. Your reasons need to convince your audience that your decision is justified, fair, and logical. Provide enough detail for the audience to understand your reasons, but be concise. By giving your reasons effectively, you help maintain focus on the issues at hand and defuse emotions that always accompany significantly bad news. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

State the Bad News Deemphasize the News Use a Conditional Statement Emphasize Positive Aspects Three techniques are especially useful for saying "no" as clearly and as kindly as possible. First, de-emphasize the bad news: Minimize the space and time devoted to the bad news. Subordinate 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 de-emphasis. State the negative news clearly, then make a smooth transition to any positive news that might balance the story. Second, use a conditional (if or when) statement 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 make the impact less personal and soften the blow. Make sure your audience understands the entire message, including the bad news. If an implied message might lead to uncertainty, state your decision in direct terms. Just be sure to avoid overly blunt statements that are likely to cause pain and anger. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Write a Positive Close Avoid Uncertainty Limit Correspondence Express Optimism Be Sincere 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

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.   Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Announcements Find Common Ground State the Reasons Present the Change Close the Message 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. For example, a company might decide to consolidate its materials purchasing process with fewer suppliers and thereby need to tell several firms it will no longer be buying from them. Internally, management may need to announce the elimination of an employee benefit program or other changes that employees will view negatively. 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Routine Requests Manage your time carefully Consider the matter closed Offer alternatives, if possible Don’t imply other assistance Saying "no" is a routine part of business and shouldn't reflect negatively on you. If you said "yes" to every request that crossed your desk, you'd never get any work done. 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, remember to use your time wisely in such matters. 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Status of Transactions Modify Expectations Explain Your Plan Repair the Relationship Bad news about transactions is always unwelcome and usually unexpected. These messages have three goals: to modify the customer's expectations regarding the transaction, to explain how you plan to resolve the situation, and to repair whatever damage might have been done to the business relationship. 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 and now find you cannot meet them, your task is more complicated. In addition to resetting the customer's expectations and explaining how you will resolve the problem, some messages need to include an element of apology. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Claims or Adjustments Things to Employ Things to Avoid Emotional Response Abusive Language Anger or Malice Negative Tone Understanding Accurate Information Courtesy and Respect Positive Tone 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. To steer clear of these pitfalls, pay special attention to the tone of your letter. Keep in mind that a tactful and courteous letter can build goodwill, even while denying the claim. 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. 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, 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. If you think a situation might have legal consequences, consult your company’s legal advisors before you respond. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Sending Negative Employment 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Recommendations Requested by Businesses Individuals Conciseness Directness Individuals Diplomacy Preparation Even though many states have passed laws to protect employers who provide open and honest job references for former employees, legal hazards persist. That is why many former employers still refuse to write recommendation letters—especially for people whose job performance has been unsatisfactory. 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 seem a personal slight and a threat to the applicant's future. Diplomacy and preparation help readers accept your refusal. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Job Applications Personalize the message Express your appreciation Convey the negative news 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 saying "no" is never easy, and 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 inadvertently 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Performance Reviews Meeting Feedback Coaching Many companies require managers to provide written reviews of their subordinates’ performance, typically once a year. With pay raises and promotion opportunities often depending on how employees are rated in this process, it’s no surprise that annual reviews are a stressful occurrence for managers and workers alike. The worst possible outcome in an annual review is a negative surprise, such as when an employee has been working toward different goals than the manager expects or has been underperforming throughout the year but didn’t receive any feedback or improvement coaching along the way. To avoid negative surprises, managers should meet with employees to agree upon clear goals for the upcoming year and then provide regular feedback and coaching as needed throughout the year, if employee performance falls below expectations. Ideally, the annual review is more of a confirmation of the past year’s performance and a planning session for the next year. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Negative Performance Document performance problems Evaluate employees consistently Write in a calm, objective voice Focus on improvement opportunities Keep job descriptions up to date Managers will encounter situations in which an employee’s performance has not met expectations. These situations require objective, written appraisals of the performance shortcomings. When you need to give a negative performance review, use these guidelines: Document performance problems. As you provide feedback throughout the year, keep a written record of performance issues. You will need this data in order to write an effective appraisal and to support any decisions that need to be made about pay, promotions, or termination. Evaluate all employees consistently. Consistency is not only fair, but it also helps protect the company from claims of discriminatory practices. Write in a calm, objective voice. You can manage the emotions of the situation by maintaining a professional tone in your writing. Focus on opportunities for improvement. As you document performance problems, identify specific steps the employee can take to correct them. This information can serve as the foundation for an improvement plan for the coming year. Keep job descriptions up to date. Performance evaluations should be based on the criteria listed in an employee’s job description. However, if a job evolves over time in response to changes in the business, the employees’ current activities may longer match an outdated job description. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Terminating Employment Present the Reasons Avoid Discrimination Follow Policies and Laws Avoid Personal Attacks Seek Objective Review Deliver in Person 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.  Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Sending 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Negative Announcements Review the Situation Consider Each Group Minimize Surprises Plan and Manage 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Negative Announcements Seek Positive Angles Avoid False Optimism Seek Expert Advice Employ Multimedia 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 to 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 media 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. 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Responding to Negative Information in Social Media 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. Consumers and other stakeholders can now communicate through blogs, Twitter, YouTube, social networking sites, advocacy sites, general complaint and feedback websites, company-specific sites, community Q&A sites, and numerous e-commerce shopping sites that encourage product reviews. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Online Challenges False Rumors Unfair Criticism 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. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Respond Effectively Engaging Monitoring Evaluating Responding 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.  Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Writing Negative Messages This concludes the PowerPoint presentation on Chapter 8, “Writing Negative Messages.” During this presentation, we have accomplished the following learning objectives: Applied the three-step writing process to negative messages Explained how to use the direct approach effectively when conveying negative news Explained how to use the indirect approach effectively when conveying negative news and explained how to avoid ethical problems when using this approach Described successful strategies for sending negative messages on routine business matters Described successful strategies for sending negative employment-related messages Listed the important points to consider when conveying negative organizational news. Described an effective strategy for responding to negative information in a social media environment For more information about these topics, refer to Chapter 8 in Business Communication Essentials. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall