A presentation by Professor Jo Andrews of Birmingham University to the South West London branch of CMI.

1. Communicating Bad News Professor Jo Andrews Birmingham City University

3. Internal Communication Audits “As a starting point the wise manager should recognise the Predominant myths about disseminating information that are alive and well in most organisations.” Phillip G Clampitt

4. Communication Myth One More communication means better communication: Information is not like money, more is not always better There is an optimum amount of information that any individual can consume.

5. Communication Myth Two Written communication equals fulfilled obligation: Information supplied = information consumed? Writing a message down does not guarantee that it has been Received or read or understood or has agreement

7. Communication Myth Three Informing equals persuading do not assume that the mere act of communication replaces other acts of persuasion. the persuasion process involves multiple communication acts.

8. Communication Myth Four One Channel Efficiency The preferred channel of the sender may not be the preferred channel of the receiver. Some people more readily process information through visual channels, others through verbal one – consider the audience and target it appropriately in every communication.

9. Key Principle Above all remember that there is a difference between what people NEED and what they say they WANT. Ask the question on any questionnaire “Do you require more information?” - and the answer will always be a YES.

10. What Type of Organisation are We?

11. Organisational Structures Bureaucratic – “Steep Pyramid” Organic “Flatter Pyramid” Multi layered hierarchy: Formal Rigid Top-down communication Fewer layers Less Formal Less emphasis on top-down but horizontal communication

12. What Type of Manager am I? The Autocrat The Democrat The Laissez-Faire Manager Remember (with training) Bad communicators can become good ones and can be trained to be excellent.

13. The Communication Audit

14. Communication Audits Can: Identify more effective communication methods. Point the way to securing greater employee commitment. Help organisations develop future priorities in employee relation. Illustrate concern and interest on the part of management towards employee relations. Overcome communication problems between departments. Pinpoint causes of misunderstandings.

15. How Should They Be Conducted? In-house or through objective advisor/consultant? Postal or personal interview? Always with the aid of a questionnaire. Always with a readiness to respond, (where possible), to the results given.

17. Some General Principles: Golden rule: if the news is bad, never try and pretend that it is good. Try to understand, both emotionally and intellectually, what your message means to those on the receiving end. Before you undertake the communication, find out what you can about your audience. People’s reaction will vary, but may include fear, anger, frustration and self-doubt. If people are upset, there is no benefit in pretending that they are not.

18. When communicating bad news it is even more important than usual to make sure that you listen to the response and deal with it sympathetically. When delivering bad news, get it right. Stick to the facts; bad news is unlikely to be made any more palatable by you commenting. Resist the temptation to pass the buck. It is no good blaming “them up there”. You may not be responsible for the decisions but encouraging dissent (and risking non-compliance) is unprofessional.

19. Bad news can only be communicated successfully in an atmosphere of mutual trust. It is important, therefore, that every communication with your people should be honest and straightforward. Find out what specialist support is available (from your HR Dept, PR Dept or Communications Manager etc.) and don’t be afraid to ask for help. It is a good idea to rehearse the communications exercise beforehand, perhaps with the help of an experienced facilitator or coach.