Was sind die effektivsten Wege, um schwierige Neuigkeiten an Führungskräfte zu kommunizieren?

The more you understand the needs of the leader you are communicating with, the easier it will be to deliver your message in a way that will be heard. Consider their schedule, what is on their plate, their priorities, and how they prefer to receive information. It's best to work with the executive's administrative assistant or chief of staff to find the appropriate time and place to have the conversation and then plan your talking points in advance to be brief, to the point and solutions oriented.

Know who are the people in the business that can help to deliver the message. Often these people are not the senior leaders but those on the ground. They can often add a much needed perspective and support to disseminating the news

Heres how to structure it: - Here's a problem we are facing/ The impact of it is X - We have 3 (show numerous) options we can do here about this - My recommendation is to go with option X That way you've been clear, honest, shown that youve thought of numerous solutions, and then gave your recommendation based on your time and expertise studying the problem. Leadership don't hate hearing problems, they hate not hearing solutions

No problem without a solution!! The challenge is not about communicating a critical issue but about proposing adequate solutions and efficiently implementing them.

To effectively present unfavorable news, first try to have the right environment. Consider the time and place to deliver the news. While this is not always feasible, it helps in the reception of what you are about to deliver. Knowing your audience is important, but also candor is necessary. Prepare the "meat" of the issue in a short report format. Pause. Do not overwhelm them with extra details unless they ask. Depending on your role, you may need also to provide ideas or solutions. If I must deliver unfavorable news, I also prepare suggestions moving forward.

Before you deliver the actual news, communicate to your audience an outline of what you are about to convey - ie "I have some news about an issue, but I also have some initial thinking for you on our proposed next steps and solutions, so please bear with me for the next few minutes." This way you will deliver greater value to leadership and help them from descending into unstructured solution brainstorming the moment they hear the news.

To effectively deliver bad news, one can draw many valuable lessons from the field of medicine. Physicians and Surgeons employ several useful techniques when they have to share difficult information with their patients. 1. Know your own emotions. You may feel anger, sadness, and frustration. Calm your mind by utilizing breathing techniques, meditation, or prayer. Once you feel settled, you’re better equipped to have that difficult conversation. 2. Be empathetic. Ask yourself what is at stake for the recipient. What could they potentially lose? Position, relationships, autonomy, or even reputation. 3. Bring potential solutions and support. Offer recommendations that will leave them feeling empowered and equipped to deal with the problem.

Sempre quando preciso comunicar algo para a alta liderança, planejo qual a melhor forma, meio e momento para se transmitir a mensagem. Agir por emoção, ou tentar seguir por um caminho obscuro, pode trazer mais problemas do que solução.

Know what you need to communicate in detail, prepare yourself, thinks about who you'll need to address and what what might be the questions you'll have to answer. Be clear and to the point.

Preparação Adequada: antes de abordar a liderança, é fundamental realizar uma análise detalhada da situação. Compreender completamente os detalhes, as implicações e as possíveis soluções permite que você responda a perguntas e forneça informações adicionais quando necessário. A preparação também ajuda a transmitir confiança e competência.

1. Avoid delaying or procrastinating; people value timeliness. 2. Be concise and focused, steer clear of digressions. 3. Steer clear of bias or personal opinions. 4. Emphasize facts; support with data evidence when possible. 5. Don't challenge the leader; maintain a calm, polite, and patient tone as the messenger. 6. If delivering challenging news, propose actionable next steps. 7. Anticipate leader's follow-up questions, be prepared to minimize response time.

You have to be honest and transparent in the content of your messages. A wise peer once told me that "nothing makes sharks circle more than the smell of blood" so even if it is bad news you need to be upfront.

-Put down all the facts on paper and deliver verbally in person or through an audio- visual platform -Be prepared to share the difficult news in a firm and polite manner even in the face of panic and scrutiny -Understand your own vulnerability as a messenger and be confident - stick to the facts -Understand your own power and responsibility as a messenger - don’t exaggerate or be dramatic in your delivery -Understand your leadership team and anticipate response somewhat, not everyone will respond the same - Allow the Leadership team the privilege to ask as many questions as possible - do not show any impatience. - Be honest about what you know and don’t know for sure at that point - Be the calmest person in the room

Completely agree with Alan Ramsay's comment. I was once told by a boss, 'one thing I admire in you is that if something has gone wrong, you are upfront and let me know, unlike many who try to brush it under the carpet' - that's been my way of working all my career, if you have bad news to communicate do it professionally and as early as possible. Your seniors will soon realise that in you, they have an asset.

First, prioritize honesty and transparency. We speak plainly, devoid of jargon and diluted meaning. Challenges are inevitable, and we don't merely point them out; instead, we build bridges over them. Every problem presents an opportunity to rise higher, achieve more, and leave a lasting impact.

In follow-up communication it's important to provide forums for leaders to ask furthers questions and tell them what those forums are. For example, if you'd rather that questions were written, say that - for example, invite them to email you any questions. This will help you manage the flow of information, ensure they feel that they have opportunities to gain further clarity, and it gives you space to provide well considered responses.

Uma vez li em um livro que o processo de comunicação só se torna eficaz quando você garante que o receptor da mensagem entendeu o que você quis dizer. Sem sombra de dúvidas, o acompanhamento é uma das principais etapas na transmissão de uma comunicação difícil, afinal é o momento de você garantir que não houveram ruídos durante a mensagem passada. Se certifique que sua mensagem foi entendida, e não tenha medo de repensar outras formas de comunicar o que foi dito caso seja necessário!

Recapping and documentation are vital to ensure mutual understanding and serve as a reference point. They validate effective communication, alignment, and shared decision-making. Additionally, documentation provides valuable support during challenging times and demonstrates accountability in delivering the message.

El seguimiento del mensaje da un mensaje en sí, demuestra interés en la opinión de los receptores, especialmente en el manejo de las aclaraciones, ya que nos puede ayudar a manejar el conflicto de manera sana y promover un ambiente de trabajo abierto.

After delivering the difficult news, don't just leave the conversation hanging. Follow up with actionable steps and support. Provide additional resources or experts to help address the situation. For instance, offer to bring in a consultant/subject matter expert or suggest a brainstorming session to explore innovative solutions. Check in periodically to keep them updated on progress and offer yourself as a resource for any questions or concerns they may have.

Take the time to reflect on the entire process of delivering the news. Consider what went well and what could be improved. Use the difficult news communication as a chance to strengthen relationships with the leadership. Set up individual meetings with key members of the leadership team to discuss their specific concerns and solicit their ideas for navigating the situation. Building these relationships will not only help in managing difficult news but also create a network of support and cooperation. Moreover, try to embrace a mindset of continuous learning and enroll in a communication skills workshop that specifically addresses delivering difficult news. Gain new insights, techniques, and strategies that can be applied in the future.

At the beginning of your career you may be frightened about delivering bad news to your boss. Square your shoulders, think about your key points, apologize if necessary, suggestions solutions and don’t ruminate! Failures are a way to learn and grow and be successful in the future.

Una de las instancias donde más se aprende, es en realizar una reunión posterior a la comunicación e incluso al final del conflicto, y que cada integrante del equipo pueda aportar su mirada sobre qué enseñanza le dejó esa situación.

É fundamental que um profissional experiente construa as frentes de aprendizado contínuo, escuta ativa e reconhecimento dos seus gaps através de uma auto avaliação. Somente através da aceitação dos pontos a melhorar ele crescerá em qualquer patamar de sua carreira profissional.

Siempre debemos aprovechar los sucesos para aprender de ellos, entender que todo es una oportunidad para crecer y mejorar, tomarnos el tiempo para reflexionar y poder obtener feedback del grupo de trabajo es fundamental para que la experiencia no pase de largo como si nada hubiera ocurrido.

1 - Brevity is King, Queen and Joker. 2 - Stick to the facts. 3 - Unless there was actual wrongdoing, there is no need to apologize. 4 - End on a positive note with a recommendation or CTA.

- Be transparent: The situation is difficult as it is, so it’s best to lay the cards on the table and have an open discussion. - Have empathy: A leader who leads with empathy will always garner more support from others as he / she is seen to be real, and relatable.

Delivering difficult news in business requires more than just timely and transparent communication; it demands a strong foundational relationship. Here are three ways to do that: 1. Reverse the Narrative: Begin with the positives. Frame challenges as growth opportunities, shifting focus from problems to solutions. 2. Use Analogies: Simplify complex issues with relatable analogies, making tough messages more understandable and engaging problem-solving instincts. 3. Embrace Silence: After sharing hard news, pause. This allows for thoughtful processing, leading to measured responses rather than knee-jerk reactions. These approaches not only convey challenging information effectively but also foster a culture of resilience and adaptability.

After the delivery, be available. Often (and rightly so) after bad news makes its way through an organization, leaders are taking on the emotional load of their teams as they process the news. Be available to support your leaders. Leave your door open. Make sure you have room in your schedule for them to drop in.

É importante conectar as pessoas ao propósito do negócio. Obstáculos são esperados e as decisões, por mais (e ainda mais) que sejam difíceis, devem estar alinhada aos objetivos estratégicos e deve nos manter rumo ao alcance da visão do negócio.