Why Delivering Bad News Is a Critical Leadership Skill
A colleague and I were given the unpleasant job of firing a long-tenured advertising agency. The decision had nothing to do with performance; the agency was just the victim of a consolidation of vendors on our part. Our meeting with one of its partners was set for Monday morning.
Coincidentally, the firm’s other partner invited my colleague (let’s call him John) and me to a dinner at his house over the intervening weekend. Saturday night came, and John and his wife were a late scratch.My wife and I had a wonderful dinner at the agency principal’s house that Saturday (he and his wife happened to be among our best friends.) Monday came, and my friend’s partner joined John and me in John’s office. John looked at me and didn’t say a word.
The task of giving the bad news fell entirely on me! I stumbled through, and the agency principal was more gracious than I expected or deserved. That night, my agency friend and I drank a couple scotches together. I reiterated what I said to his partner that this did not reflect their good work. He reiterated that this would not impact our friendship.
And John? He went on to lead marketing organizations and business units. By all accounts he has had a successful career. But I noticed he was vocal in earnings calls when there was good news to report, silent when news wasn’t so good. I wonder if this inability to deliver bad news got in the way of John even going farther in his career.
The SPIKES Protocol for Delivering Bad News
Leaders have to learn how to give bad news. Being absent is not an option. Yet, I don’t remember being taught this particular skill at Wharton. My education on the subject was primarily through trial and error. And the errors can be painful for all parties.
There are professionals who leave school well versed in delivering bad news. Maybe that’s because bad news from an oncologist is often more devastating than bad news from a marketing Vice President. Baile, Buckman, et. al. (2000) provided the definitive “how to” in The Oncologist journal. The particular process they provided the medical profession is called the SPIKES protocol.
Understanding the SPIKES Framework
S: Setting Up the Interview
Find the right time. Arrange for privacy. Include significant others of the patient. Sit down. Make connections. Manage time and interruptions.
P: Assessing the Patient’s Perception
Ask before telling, such as, “What do you understand about why we conducted these tests?”
I: Obtaining the Patient’s Invitation
Ask whether the patient wants all the details, or just the bottom line.
K: Giving Knowledge and Information
Start by saying you have bad news to share. Use non-technical language. Temper how blunt you are.
E: Addressing Emotions with Empathy
Check for the patient’s emotional response. Identify the emotion. Consider the reason. Give time for expression. Show understanding.
S: Strategy and Summary
Discuss next steps. Share options. Ensure understanding of outcomes and plans.
Applying SPIKES in Business Leadership
I think the SPIKES protocol should be applied by business leaders in thinking through how to deliver their own bad news. Let’s consider two different audiences that might receive news:
- Subordinates (direct or indirect reports)
- Bosses (boards, analysts, shareholders)
Sharing Bad News with Employees
Perhaps you can hide behind your HR resources, and have them give news of terminations at an individual or group level to your team. Maybe you’ll just let news leak out that a decision has been taken by the Exec Team that is contrary to the position you took to support your people. Maybe employees can read in Fast Company about the fine paid out by your company that will mean no bonuses this year. And maybe you will lose the respect of your team by not being authentic with them.
The SPIKES protocol for delivering bad news to your employees is very similar to what doctors have to do:
S: Set Up Communication
Set up a meeting with urgency. People have the right to know as soon as possible. Coordinate messaging and involve key stakeholders.
P: Assess Awareness
Ask if people are aware of an issue. Encourage participation and recall of prior communication.
I: Invitation (Often Skipped)
While respect is important, the message must still be delivered clearly.
K: Share Knowledge
Explain decisions clearly. Provide reasoning. Communicate in a way that fits your audience. Be direct and ensure finality.
E: Address Emotions
Be honest about your reaction. Avoid saying “I know how you feel.” Allow people to process and express reactions.
S: Strategy and Next Steps
Provide clarity on what happens next. Outline actions, expectations, and future direction.
Communicating Bad News to Leadership
Things don’t always go as planned in business. Sharing negative updates with CEOs, boards, or shareholders is part of leadership.
S: Set Up the Conversation
Request time appropriately. Avoid delays or poor timing.
P, I & K: Combine Understanding and Communication
State the issue clearly: “I have some bad news.”
Pause. Gauge awareness. Provide necessary details.
E: Manage Emotional Response
Stay composed. Recognize reactions. Avoid panic or trivializing the issue.
S: Strategy and Solutions
Offer solutions with recommendations. Provide options, risks, and expected outcomes. Document decisions and follow up.
If the situation is your fault, own it, apologize briefly, and outline corrective steps.
Leadership Lessons in Delivering Difficult News
If solutions are being shared with parties not in an executive role, providing options may not be appropriate. You don’t want your board of directors to decide on a tactical course of action. Simply share the chosen course of action, keeping other options in your back pocket, along with the rationale of why they are not the preferred solutions.
Conclusion: Mastering the Art of Delivering Bad News
Neither my colleague, John, nor I ever went to medical school. But we both should have learned the very important skill of delivering bad news. Adopting the SPIKES protocol to the business world ensures that difficult messages are received in a timely manner, that information is concisely communicated, that emotional reactions are recognized and acknowledged, and that steps are taken to put things back on the right track.
