By Darrell L. Browning
Think your dentist has trouble telling you just prior to your root canal you will feel a little pinch? How about when your doctor must deliver a change message--you know--change the way you are treating your body or else?
Doctors are used to delivering bad news. To counteract your fears, they work at becoming skilled communicators. Chief executive officers, leaders of business units and others could benefit from that knowledge. What is key is that planning spurs effective communication--good or bad--in any environment. In this article, we explain how doctors communicate effectively when delivering bad news.
We have coached many physicians and scientific personnel to speak in a manner constructive to accomplishing the goal at hand.
Here is what most doctors pay attention to when they have something to communicate that is important--and must be understood:
- Create the Right Environment. Most doctors don't just walk up and drop a bomb. Instead, they examine the environment--invite you into their office if possible--and attempt to create soothing conditions.
- Have Everyone Present that Needs to be There. If you are delivering bad news about a downsizing, have the HR department or consultant who will help them make the transition right next to you.
- Ask What they Know First. This is a good technique to get rumors out of the way. Follow this quickly by telling them you will provide answers to everything you can.
- Ask How Much they Want to Know. Everyone doesn't want the same information when they get bad news. Some just shrug it off; others insist on details. No two are alike. Ask if they have questions, but if they don't let them walk out gracefully.
- Share What you Know. Don't be coy or hide the facts. Explain the reason behind the action. People aren't dummies; don't treat them as such.
- Let People Vent. Your role as a leader requires you to accept human emotion--even outrage--from others in a rational, calming manner.
- Establish a Plan for What Happens Next. Don't leave them guessing about benefits or anything else. Tell them what will happen. Lay it out for them. Then, stick to your side of the agreement.
For more information see http://www.browninglafrankie.com
©BrowningLaFrankie 2008
Darrell L. Browning is a principal founder of BrowningLaFrankie LLC, a Philadelphia-area based company specializing in helping companies manage crises, train leaders in media and presentation skills and facilitate strategic change through leadership development training, organizational development workshops and individual coaching. Browning is the trainer-of-choice at The Wharton School MBA Program at the University of Pennsylvania in crisis communications, media training and business writing. Browning has more than 20 years of media experience with CBS-Radio, daily newspapers and national magazines. He holds degrees in Journalism and Social Sciences from The Ohio State University. For more information see http://www.browninglafrankie.com.
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