Your manager expects you to solve problems by yourself. But sometimes, solving a problem requires more authority or resources than you have.
The following pattern can help you maintain goodwill with the reader of your negative message:
When you have a reason that readers will understand and accept, give the reason before the negative message (e.g., refusal, rejection). Research shows that readers who described themselves as “totally surprised” had much more negative feelings and described their feelings as being stronger than did those who expected the refusal.
Give the negative information or refusal just once, clearly. Inconspicuous refusals can be missed, making it necessary to say no a second time.
Present an alternative or compromise, if one is available. An alternative not only gives readers another way to get what they want but also suggests that you care about helping them meet their needs.
End with a positive, forward-looking statement.
GIVING BAD NEWS TO MANAGERS
Your manager expects you to solve problems by yourself. But sometimes, solving a problem requires more authority or resources than you have. When you give bad news to your manager, also recommend a way to deal with the problem. Turn the negative message into a persuasive one by using the following pattern:
Describe the problem. Tell what’s wrong, clearly and unemotionally.
Tell how it happened. Provide the background. What underlying factors led to this specific problem?
Describe the options for fixing it. If one option is clearly best, you may need to discuss only one. But if the reader will think of other options, or if different people will judge the options differently, describe all the options, giving their advantages and disadvantages.
Recommend a solution and ask for action. Ask for approval so that you can go ahead to make the necessary changes to fix the problem.
Answer preview Your manager expects you to solve problems by yourself. But sometimes, solving a problem requires more authority or resources than you have.
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