Pursing other interests

If you're a professional communicator whose tree trunk has at least a few rings on it, then you've probably written your fair share of somber news stories for internal and external audiences.

When a corporate executive leaves, we write that he/she is "pursuing other interests" (which, of course, is corporate speak for "We fired him/her - or let him/her resign rather than being fired - but we wanted to be as gracious as possible about the parting.")

When a layoff occurs, we write a story that seeks to strike that delicate balance between expressing care and concern for the dearly departed, while also protecting what remains of employee morale.

And, when there's a full-fledged crisis, we work at warp speed to get the "need to know" information into the hands of those who truly do (need to know, that is), while also trying to calm the masses.

Aside from the adrenaline rush that comes from having the proverbial "seat at the table" when the corporate chips are down, there's probably nothing harder for communicators than writing a story that effectively conveys bad news.

Why? Two reasons.

First, the interlocking interests of the various audiences that will read your story make it a strategic communications challenge. For example, the way you report a layoff impacts not only those who remain, but also those who are leaving (who may or may not be litigious), local news media, investors, customers, suppliers...the list goes on and on.

Second, no matter how you position it, the common reaction to bad news is fear. Using the layoff example, your readers' questions are probably pretty obvious: Why is this necessary? Is the company going under? Am I next?

While there is no tried-and-true formula for effectively conveying bad news, here are some ideas to keep in mind the next time you get the "I need your help" phone call.

• Present the news clearly...and promptly. Nothing inspires trust like directness. That's why it's critical to be specific about your news, and to not wander your way there in communicating it. Also, avoid the "Company X is sad to report that..." kind of language. Even if your corporate attorneys would let you get away with it, language like this really is not part of the news and only stimulates water cooler talk that's unproductive. ("Well...if they really cared that much, they wouldn't have laid off all those people...")
• Explain what you can. When times are tough, details are coveted. And while you likely can't say everything about the situation (nor would you want to), it is important to provide as much of a context for the news as you can. Be sure to be as matter-of-fact as possible, so it doesn't sound like excuse-making.
• Position the future. Don't leave your audience hanging; answer whatever questions you can about what tomorrow holds. This is even more important if the future may continue to be challenging - such as not knowing whether or not this is the last layoff. Don't be ambiguous. Say what you know, and say what you don't know. Your audience(s) will appreciate the candor.

The message? When bad news comes calling, think strategically, be direct, be factual, and answer the questions you think your readers will be asking themselves...and each other.