Wondering how Wall Street executives deliver career-ending messages to their — without getting fired?
How to avoid political disaster in the Fortune 50 C-Suite when you've botched an important deal?
What to say when someone on your team makes a fatal error with your top client — who is considering leaving you?
I researched those who did it right, even in the most adverse scenarios, and I CODIFIED the best approaches and put it into a tidy framework/template for you. I have a PROCESS to help you break bad news in the best way possible.
Based on my popular keynote, "The Art and Skill of Delivering Bad News and Reducing Risk," I am pleased to provide this free tool that you can use in your organization when you need to have a sensitive or stressful conversation with your board, boss, client or employee — and you're the messenger.
Here are the 6 steps you need to follow if you find yourself in these high stakes situations:
1. Psychologically Prepare Your Audience
2. Rehearse Confident Delivery
3. Be Fully Present and Fully Focused.
4. Convey Benevolent, Proactive Intent.
5. Explain Without Justifying.
6. Add a Sense of Urgency.
Download this .pdf file to print and post to keep these success steps in sight, in mind. Share with your teams, and they can use it as a checklist when they need to deliver bad news.
Want specifics of how to do the above? Reach out and let's talk about my keynote on "The Art and Skill of Delivering Bad News and Reducing Risk." I'll share these stories in detail and the PROCESS to help you break bad news in the best way possible.
© Barnard-Bahn Coaching & Consulting
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