How Not to Deliver Bad News (at work)
Delivering bad news in the workplace is one of the toughest challenges leaders face. Done poorly, it can damage trust, disrupt and weaken company culture. However, with careful planning and an effective colleague communications strategy, leaders can manage these situations in a way that maintains trust and supports the workplace culture.
Here are five common mistakes to avoid when delivering bad news – and alternative approaches that reflect strong, empathetic leadership.
1. Don’t Undercommunicate or Overhype Meetings
Failing to communicate frequently leaves employees feeling anxious and out of the loop, whilst serving up meetings with no real updates is exasperating. Overhyping a meeting takes the form of calling an all-company update with no clear agenda, only for employees to leave with little or no new information. This approach frustrates teams and makes them feel their time has been wasted.
Instead, be transparent about what the meeting will cover. If there are no significant updates, communicate through other channels, such as regular, transparent emails. For example, a weekly Monday email summarising progress or addressing FAQs can be an effective way to keep employees informed without overpromising.
Alternative: “Tomorrow’s meeting will provide a general update on our strategy and allow time for your questions. There are no new updates to the employee consultation process.”
2. Don’t Breadcrumb Information – Be Transparent and Timely
Breadcrumbing – drip-feeding small pieces of information over time – creates frustration and erodes trust. Employees deserve clarity, and withholding key details only fuels speculation and anxiety. Instead, share as much as you can upfront, even if some areas remain uncertain. Clearly explain what you know, what you don’t, and when further updates will be provided.
Alternative: “Here’s everything we know so far, and here’s when we’ll have more to share. We’re committed to keeping you updated at every stage of this process.”
3. Don’t Let Leaders’ Emotions Compete with Employees’ Emotions
Delivering bad news is a deeply human experience, and leaders or HR professionals shouldn’t avoid showing emotion. However, there’s a fine balance to strike. Leaders need to show empathy and acknowledge their feelings without making it about their own struggles. Their emotions should never detract from or compete with those of the employees receiving the news.
To achieve this balance, leaders should focus on expressing understanding, compassion, and solidarity. They should prepare for these conversations in advance, ensuring their words support employees rather than shift attention to their own discomfort. Strong communications training can help leaders deliver this balance effectively.
Alternative: “This is a difficult message to deliver, and I am deeply sorry to have to share it. I know this may affect you in many ways, and there is support for you throughout this process.”.
4. Don’t Say “Don’t Tell Anyone About This”
Asking employees to keep bad news secret is not only patronising but also isolating. It denies them the opportunity to seek support from colleagues – a natural and necessary way to process difficult news. Expecting people to carry the weight of secrecy can foster resentment, weaken workplace culture and realistically is unlikely to be followed.
Instead, provide clear guidance on what can be shared and what is confidential for now, and why it’s confidential. Acknowledge that employees may talk to one another, and encourage an environment of openness and mutual support.
Alternative: “Here’s what we can share at this stage and what we’re asking you to keep confidential for now, whilst we inform all those impacted. I hope you agree, that it’s important that we have the time to inform all colleagues directly rather than hear about this second-hand. We understand that you may want to talk to colleagues about your own situation, and that’s perfectly okay.”
5. Don’t Expect Business as Usual
When delivering bad news, leaders must recognise that employees may struggle to maintain their usual levels of productivity. Expecting “business as usual” can come across as dismissive and out of touch, especially in high-pressure environments with long hours or challenging workloads.
It’s also important to provide appropriate and tailored support services, rather than generic mentions of an Employee Assistance Programme (EAP). If possible, offer services that are custom-designed and funded to address the specific challenges employees are facing. For example, if redundancies are being announced, consider providing career counselling, financial advice, or mental health resources to those affected. This level of care reinforces a strong organisational culture and demonstrates genuine support for employees.
Alternative: “We understand this may affect how you feel at work, and that’s okay. We’re adjusting our expectations and want you to prioritise your wellbeing during this time. In addition, we’ve partnered with career advisors and mental health professionals to provide tailored support to anyone impacted, which you are free to access during working hours.”
Why Internal Communications Matter
Effective colleague and internal communications are the foundation of delivering bad news in a way that preserves trust and supports employees. They play a critical role in maintaining corporate culture and ensuring employees feel informed and respected. If your organisation needs support in improving workplace communication, investing in a communications partner is key.
At Love Comms, we help organisations build strong internal communications strategies that align with their values and promote a resilient workplace culture. From coaching leaders to crafting effective messaging, we’re here to support your team every step of the way, check out our Colleague Connection service.
