for future loyalty and overall organizational health. Zielinski’s point is clear: honesty and openness are keys. Although people do not like to get bad news, they expect the truth. SLIDE 11-6 The consulting firm Siegel+Gale conducted research about delivering bad news during the Great Recession. Through research involving hundreds of customers of financial service companies, the consultants concluded the following: During this time of economic crisis, many organizations struggle to communicate unfavorable news—from lower earnings and shrinking market share, to cuts in service and increases in prices. While many assume that communicating bad news to customers shakes relationships and breeds mistrust, Siegel+Gale’s latest . . . survey reveals that delivering bad news the right way can actually strengthen customer relationships and lay the foundation for increased trust when conditions improve. SLIDE 11-7 Planning is critical to delivering bad news in a way that best serves all parties involved and leaves the door open for productive cooperation in the future. The guidelines for bad news messages are: Deliver the bad news in a timely manner. Choose the right mix of channels. Sympathize with the bad-news recipients and soften the blow. Provide a simple, clear rationale. Explain immediate impacts. Focus on solutions and long-term benefits. Show goodwill.
for future loyalty and overall organizational health. Zielinski’s point is clear: honesty and openness are keys. Although people do not like to get bad news, they expect the truth. SLIDE 11-6 The consulting firm Siegel+Gale conducted research about delivering bad news during the Great Recession. Through research involving hundreds of customers of financial service companies, the consultants concluded the following: During this time of economic crisis, many organizations struggle to communicate unfavorable news—from lower earnings and shrinking market share, to cuts in service and increases in prices. While many assume that communicating bad news to customers shakes relationships and breeds mistrust, Siegel+Gale’s latest . . . survey reveals that delivering bad news the right way can actually strengthen customer relationships and lay the foundation for increased trust when conditions improve. SLIDE 11-7 Planning is critical to delivering bad news in a way that best serves all parties involved and leaves the door open for productive cooperation in the future. The guidelines for bad news messages are: Deliver the bad news in a timely manner. Choose the right mix of channels. Sympathize with the bad-news recipients and soften the blow. Provide a simple, clear rationale. Explain immediate impacts. Focus on solutions and long-term benefits. Show goodwill.
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