1. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 1 Writing Negative Messages

2. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 2 The Three-Step Process Planning Writing Completing

3. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 3 Negative Messages Convey the message Gain acceptance Maintain goodwill Promote a good corporate image Minimize future correspondence

4. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 4 Planning the Message Analyze the situation Determine your purpose Profile the audience Gather information Choose a medium

5. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 5 Writing the Message Maintain a “you” attitude Build credibility Protect company image Avoid accusations Write clearly Be sensitive

6. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 6 Completing the Message Revise the content Produce a professional message Proofread the message Deliver the message

7. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 7 Developing Negative Messages Choose the best approach Adapt to the audience Maintain high standards of ethics and etiquette

8. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 8 Choosing the Best Approach 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 audience? Do you need to get the reader's attention? What is your organization's preferred style? How much follow-up communication do you want?

9. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 9 The Direct Approach State the bad news Give reasons End with a positive close

10. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 10 The Indirect Approach Begin with a buffer Follow with reasons State the bad news End with a positive close

11. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 11 Begin With a Buffer Things to do –Show appreciation –Pay attention –Compliment reader –Be understanding –Show sincerity Things to avoid –Saying “no” –A know-it-all tone –Wordy phrases –Apologies –Lengthy buffers

12. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 12 Provide Reasons and Information Guide your readers Provide support Suggest benefits Minimize policy

13. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 13 State the Bad News De-emphasize the bad news Use a conditional statement Focus on the positive

14. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 14 Close on a Positive Note Avoid negativity or uncertainty Limit future correspondence Be optimistic about the future Be sincere Remain confident

15. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 15 Adapting to Your Audience Cultural differences Internal and external audience

16. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 16 Cultural Differences Proper tone Message organization Cultural conventions

17. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 17 The Type of Audience Internal –Timeliness –Completeness External –Diversity –Confidentiality

18. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 18 Maintain High Standards of Ethics and Etiquette Laws and regulations –Content –Delivery Human impact –Legality and conscientiousness –Care and sensitivity Emotions –Senders –Receivers

19. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 19 Types of Negative Messages Routine matters Organizational news Employment information

20. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 20 Routine Matters Select the approach Manage your time If the matter is closed, don’t imply that it’s still open Offer alternatives if you can Don’t imply that other assistance or information may be available if it isn’t

21. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 21 The Status of Transactions Customer expectations –Modify expectations –Solve the problem –Repair the relationship

22. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 22 Claims and Adjustments Things to employ –Courtesy and tact –Indirect approach –Positive attitude –Understanding and respect Things to avoid –Accepting blame –Accusations –Defamation –Negative language

23. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 23 Negative Organizational News Match the approach to the situation Consider unique needs of groups Give each group time to respond Plan a sequence of announcements

24. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 24 Negative Organizational News Plan for and manage a response Stay positive, but be realistic Minimize the element of surprise Seek expert advice if you’re not sure

25. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 25 Crisis Communication Crisis communication plan –Define operational procedures –Outline tasks and responsibilities Speaking for the company Contacting key executives Identifying media outlets

26. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 26 Recommendation Letters Requested by businesses –Be direct –State facts Requested by individuals –Practice diplomacy –Recognize feelings

27. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 27 Employment Applications Choose the approach carefully Clearly state why applicant was not selected Close by suggesting alternatives

28. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 28 Performance Reviews Emphasize and clarify job requirements Give employees feedback Develop action plans

29. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 29 Negative Performance Reviews Confront the problem Plan the message Deliver message in private Focus on the problem Ask for employee commitment

30. © Prentice Hall, 2008 Excellence in Business Communication, 8eChapter 9 - 30 Termination Letters Present reasons for this action Avoid statements that could lead to a wrongful termination lawsuit Leave situation between terminated employee and firm as favorable as possible