Throughout this process, I aim to balance transparency with reassurance, and honеsty with еmpathy. Sharing bad nеws is nеvеr еasy, but it's a hallmark of еffеctivе lеadеrship. I еxprеss faith in our tеam, bad nеws tеsts rеsiliеncе, but advеrsity brееds innovation. With еmpathy, unity, and optimism, wе will navigatе this as if wе havе past hurdlеs. Togеthеr, wе will еmеrgе wisеr and strongеr. I focus on solutions to shift thе discussion to targеting our еnеrgy on what wе can impact. I gathеr input on a path forward that rеflеcts our corе strеngths and valuеs.

It is essential to choose the right setting or the medium to deliver the news. During the session, it is important to share the news as it is, not sugar coat as it can undermine trust. Be as transparent as you can, but within context. Otherwise, your team will find the news overwhelming if there's too much info. Be as concise and succinct as you can. Above all, acknowledge the feelings within the room and be empathetic. Have room for a Q&A session. Before closing the meeting, ensure you provide next steps and outline any plans to provide clarity on the path forward.

As a leader is not easy to share bad news, first, because Bad news could be associated with a failure or mistake about your leading or management plan. Other times is. Or easy to share because will involve staff’s affectations. So be prepared to communicate, the way that you say the bad news, your words and your tone of voice or mail redaction could be decisive.

Whatever you do, don't try to avoid the elephant in the room. Many leaders try to give the news as quickly as possible and then jump to "moving forward" without giving space for everyone to process it. While you don't want to overly dwell on bad news, not giving it the proper acknowledgment will only build tension in the room.

Before you communicate the bad news to your team, you need to prepare yourself mentally and emotionally. You may feel anxious, angry, sad, or guilty, but you need to manage your own emotions and avoid projecting them onto your team. You also need to anticipate the possible questions, concerns, and reactions of your team, and have some answers and solutions ready. Finally, you need to choose the right time, place, and mode of communication for

Your team will understand if you talk with the truth and be honest, people that not understand is the weak link and sometimes is because we didn’t communicate well, in other times the personal that not understand is the person that won’t be part or is engaged with the team. when you have a company’s strong culture, the members of the staff are so engaged that will help you if the have the right input, one example was the pandemic, all the people stay together in order to have the business running.

Share the news in an honest, straightforward, and thoughtful manner. Be sure to give the team time to ask questions and indicate to them you are available to further speak at any time.

After you've summarised the mood of the team by way of empathising with them after delivering the news, you could offer to be available one-on-ones for further discussion as some members of your team may not be comfortable expressing in a big group.

Have a Plan for the Future is the best when bad news are coming is the light at the end of the tunnel. So after a bad news, future plans could be the hope and staff will join to accomplish, so make a plan that everyone in the team have a responsibility and goal.

Convey bad news with your team as you would with your children. Let them down easily but always give them hope for a better future outcome and/or share the lesson/s learnt. Follow this up with warm positive embraces, support and listening - this could be a physical hug or not depending on your policies and preferences but let your team communicate feelings if not immediately, then the next day.

Everyone handles big or bad news differently. I speak with everyone individually and when the call/meeting kicks off I tell them immediately that I have some significant news that will impact either them directly or the team. I have a team meeting later in the week to recap and answer questions from the team. Is it scalable? No. Is it tough to call all your direct reports? Yes. But it's a must.