Treat people like adults.
Too many leaders make the same mistake: trying to protect people from the truth.
They delay, sugarcoat, or withhold key information under the banner of “being kind” or “not creating panic.” But people can sense when something’s off. Silence creates anxiety. Half-stories fuel rumors. And once trust is broken, it’s hard to rebuild.
Adults deserve honesty — even if the news is tough. Being direct is not the same as being cold. You can tell the truth with empathy. And that’s what earns long-term respect.
Leadership is not about shielding people from reality — it’s about helping them face it.
The line between truth and half-truth.
You don’t always have the full picture. Some information may be confidential. Some decisions may still be evolving. So where do you draw the line?
Here’s how we look at it:
- Tell the truth, even if it’s partial. Be honest about what’s known, what’s not, and what’s still being worked out.
- Avoid spin. Don’t frame things too positively to soften the blow — people will feel the gap between what you say and what they see.
- Give people a timeline. If decisions are still pending, share when more clarity is expected. Uncertainty is easier to manage when it has a boundary.
And most importantly: don’t lie. Even with the best intentions, dishonesty — or conveniently omitting key facts — always backfires.
Think like the receiver.
You might not have time to run listening sessions before the announcement — but you always have time to reflect.
Put yourself in your team’s shoes. What are they likely to worry about? What consequences will they imagine first? Will they wonder about their job, their project, their future?
The more you think like your audience, the more your message will land with empathy — not defensiveness. Leaders who show that they understand the impact of the message — emotionally and practically — make a difference.
It’s not just about the content. It’s about how it feels to receive it.
Design the process, don’t wing it.
This part is often overlooked. Senior leaders might focus on what to say — but not enough on how to say it. Communication needs a process. A plan.
Here’s what a proper process should include:
1. Define the audience flow
- Who should be informed first (e.g. board, senior management)?
- Who carries the message forward (e.g. direct managers)?
- Who needs direct communication from leadership?
- Who will be informed last, but still deserves transparency (e.g. external partners, clients)?
2. Assign roles
- Who prepares the message?
- Who reviews and approves it?
- Who delivers it — and in what format (email, live meeting, 1:1, video)?
3. Decide on format and materials
- Will you hold a live session? In-person or virtual?
- Will it be recorded or followed up with a written summary?
- Do you need visual materials (slides, FAQs, talking points)?
4. Prep the logistics
- How should the room or virtual space be arranged?
- Who sends invitations and when?
- How will the setting support clarity and psychological safety?
5. Create space for questions
- Will there be time for Q&A?
- Are managers prepared to answer or escalate questions?
- What channels exist for follow-ups (email inbox, anonymous form, Slack channel)?
6. Follow up intentionally
- Will there be individual/team sessions afterwards?
- Is there a timeline for updates or next steps?
- Who is responsible for monitoring feedback and reaction?
Bad news ≠ crisis. But sometimes, it is.
Not every piece of bad news is a crisis. Sometimes it’s an adjustment. A pivot. A reallocation. But sometimes — it’s a storm.
When that’s the case, don’t pretend it’s sunny.
Teams want realism, not optimism for the sake of it. They want to know the size of the challenge — and that you’re taking it seriously. Leaders who minimize risk to keep morale high often do the opposite: they lose credibility.
If it’s a crisis, say it. Then lead through it.
Try not to skip the Q&A
The announcement isn’t the end — it’s the beginning.
People will have questions. Some you’ll be able to answer. Others you won’t. That’s okay — as long as you don’t shut down the conversation. If there’s no room for questions, explain why, and offer an alternative:
- A second session for follow-up
- A digital feedback box
- A scheduled 1:1 or small group meeting
- A written FAQ
The worst thing you can do? Announce. Log off. And disappear.
Time is a leadership decision.
Many leaders wait too long to communicate difficult news. They hope it resolves itself. They want everything lined up. They fear backlash.
But waiting creates uncertainty. And uncertainty is often worse than bad news itself.
If you’re unsure about the final decision — share that. If more information is coming — say when. But never assume silence protects anyone. It rarely does.
Communicate early. Communicate clearly. Communicate with humanity.
Finally, the way you deliver the message is the message.
Leadership is tested not when things are going well — but when they aren’t. Your tone, your process, your willingness to show up when things are hard — these are the real signals you send.
You won’t always get it perfect. But if you’re honest, respectful, and intentional, your team will remember that more than the content of the news.
It’s not about protecting people from pain. It’s about treating them with enough respect to share the truth — and stand with them as they process it.
That’s leadership. And that’s how trust is built — even in difficult times.
