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Managing director knowledge: Communicating unpleasant decisions

By Sabine Walter
12 Jan 2025

Crisis communication is a supreme discipline. If you master it, it makes a decisive contribution to maintaining trust even in a crisis. If you don't master it, you reinforce the crisis. In this article, you will learn how to communicate unpleasant decisions.

Communicating unpleasant decisions - netzwerk managementberatung | coaching
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Management Summary

As a manager, it is inevitable that you will have to make unpleasant decisions. Be it cutting budgets, reorganising teams or even making redundancies - such decisions are not only difficult to make, they are also difficult to communicate. However, authentic communication is crucial when it comes to maintaining trust in such situations.

The elements of confident crisis communication are SAS - Say it yourself. Say it all. Say it quickly. Beyond that is important:

  • Prepare communication
  • Choose an appropriate time and framework
  • Communicate clearly
  • Show empathy
  • Set solution focus
  • Allow questions, feedback and emotions
  • Stay authentic

Crisis communication is a challenge for managers. Our guide helps them to find the right words.

Preparation is the key

Before you communicate a difficult decision, you should prepare yourself thoroughly. Make sure that you:

  • Understanding the background: What is the situation? What alternatives have been examined? Which route did you decide on? Why? 
  • Know the facts: Be prepared to provide figures, data and concrete examples to make the decision comprehensible.
  • Analyse the target group: Who is affected by the decision? What questions or reactions might arise? How do you deal with them?
  • Define a scope for decision-making: Which aspect of the decision is final? Which aspect can be co-determined by those affected?
    Example: You are planning to reorganise a team. You know that you want to complete the process within the next year. You define exactly when you will start the process together with the team concerned.

Good preparation will help you to present yourself confidently and confidently, anticipate objections or questions and define the scope for decision-making.

Choose the right time and framework

Unpleasant decisions should not be communicated between door and door. Choose a suitable setting that conveys professionalism and respect. This can be a personal conversation, a team meeting, town hall or a written statement, depending on the situation.

Also make sure you choose the time carefully. In stressful or emotionally charged moments, the message could be less well received. At the same time, you should avoid starting rumours and leaking half-truths.

Communicate clearly and transparently

When communicating unpleasant decisions, the elements of crisis communication apply, SAS:

  • Say it yourself and don't send a deputy.
  • Say everything. No salami-slicing tactics.
  • Say it quickly - at the appropriate time.

Explain your decision as transparently as possible. Use language that the addressee understands. Avoid technical jargon or unclear formulations. Communicate the decision in five steps:

  1. What is the situation?
  2. What solution options have you examined?
  3. What is the decision?
  4. Why was she hit?
  5. What are the effects?

Show empathy

People often react emotionally to bad news. By showing empathy, you can build trust and facilitate acceptance. Listen actively, recognise the concerns of those affected and offer support where possible.

Examples of empathic statements:

  • "I understand that this news is difficult."
  • "I didn't take the decision lightly."
  • "I am aware of the challenges this brings for you."

Set solution focus

Give those affected a perspective and offer possible solutions. For example:

  • For reorganisations: "We will work together to make the new processes as smooth as possible."
  • In the event of redundancies: "We offer you support in your job search, such as coaching or placement."

Allow questions, emotions and feedback

Unpleasant decisions can lead to criticism or questions. Make room for both and take them seriously. If you have a larger audience, use a moderator to guide you through the questions. You can deal with everything you learn. Emotions and questions that are not actively addressed harbour the risk of escalation and feed the rumour mill.

Stay authentic

Authenticity is crucial to maintaining credibility. Speak honestly and avoid sugarcoating the situation or making unrealistic promises. Employees appreciate honesty, even if the message is unpleasant.

Conclusion: confident crisis communication helps to maintain trust.

Communicating unpleasant decisions is one of the most difficult tasks of a manager. With the right preparation, clarity, empathy and authenticity, you can overcome these challenges and retain the trust of your employees.

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