Bad News Memo: Automated Kiosk

In the United States, most businesses choose to use an indirect approach when communicating bad news. The indirect approach eases your reader into your message by explaining your reasons before delivering the bad news. Presenting the reasons first increases your chances of gaining audience acceptance by gradually preparing the reader for the negative news to come. The indirect approach follows a four-part sequence:

1. Open with a buffer.

A buffer is a neutral, non-controversial statement that is closely related to the point of the message. It sets the stage for the bad news to follow, and it must be sincere and relevant.

EXAMPLE: In a memo telling another supervisor that you cannot spare anyone from your staff for a temporary assignment to the order fulfillment department, you might begin with a sentence like this:

“Our department shares your goal of processing orders quickly and efficiently.”

Use a buffer that is

• Neutral

• Relevant

• Not misleading

• Assertive

• Succinct

1. Continue with a logical, neutral explanation of the reasons for the bad news.

Provide enough detail for the audience to understand your reasons. Be concise. A long, roundabout explanation may make your audience impatient. If you present your reasons effectively, they should convince your audience that your decision is justified, fair, and logical.

EXAMPLE: You are refusing the application of a management trainee. A tactfully worded letter might give these reasons for the decision not to hire:

“Since these management trainee positions are quite challenging, our human relations department has researched the qualifications needed to succeed in them. These findings show that the two most important qualifications are a bachelor’s degree in business administration and two years’ supervisory experience.”

Avoid apologizing when giving your reasons. Apologies are appropriate only when someone in your company has made a severe mistake. If no one in your company is at fault, an apology gives the wrong impression. Well-written reasons are

• Detailed

• Tactful

• Individualized

• Unapologetic

• Positive

1. State the bad news.

When the bad news is a logical outcome of the reasons that come before it, the audience is psychologically prepared to receive it. These techniques are especially useful for saying no as clearly and kindly as possible.

1. 1. Minimize the space devoted to the bad news.

1. 1. Subordinate bad news in a complex or compound sentence (“My department is already shorthanded, so I will need all my staff for at least the next two months.”) This construction pushes the bad news into the middle of the sentence, the point of least emphasis.

1. 1. Use a conditional 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”).

1. 1. Tell the audience what you did do, can do, or will do rather than what you did not do, cannot do, or will not do.

“We will be happy to consider you for this position next year when you will have two years of managerial experience. Please feel free to re-apply.”

By implying the bad news, you may not even need to actually state it. (“The five positions currently open have been staffed with people whose qualifications match those uncovered in our research”). By focusing on the positive and implying the bad news, you soften the blow.

1. End with a Positive Close

After giving your audience the bad news, your job is to end your message on an upbeat note.

You might propose an attainable solution to the audience’s problem (“The human resources department has offered to bring in temporary workers when I need them, and they would probably consider doing the same for you”).

Follow the following guidelines:

• Keep it positive. Don’t refer to, repeat, or apologize for the bad news, and refrain from expressing any doubt that your reasons will be accepted (avoid statements such as “I trust our decision is satisfactory” or “We hope you will continue to do business with us”).

• Limit future correspondence. Encourage additional communication only if you are willing to enter into further discussions. Be sincere. Steer clear of cliches that are insincere in view of the bad news (avoid saying, “If we can be of any help, please contact us”).

• Be optimistic about the future. Don’t anticipate problems (avoid statements such as “Should you have further problems, please let us know”).