Top Highlights

• Blame. When we share the news in a way that puts the blame entirely on others — claiming disagreement with those who made the decision and loyalty to those negatively affected — we are shirking our leadership responsibility to balance the needs of the organization and our people.
• Don’t bury the lead. Some think that tiptoeing slowly toward the bomb we’re about to drop will make the explosion less upsetting. It won’t. All we do is add anxiety to inevitable shock. If you have something hard to say, just say it. Then go to work on demonstrating understanding and empathy (principles 3 and 4 below).
• Don’t let your desire to be liked overshadow your integrity. Even if you weren’t involved in the decision, your duty is to faithfully present the logic leadership used to make that decision. If you can’t ethically do that, it’s time to consider whether you can remain in that role.

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