Never Let Your Boss Be Surprised By Bad News

There is only one thing worse than delivering bad news to your boss. That is not raising the red flag when you know trouble is brewing, because it is a cardinal sin to let your boss be surprised.

No organization escapes the negatives forever. Budgets are not met. Deliveries are late. Machines don't work. People are caught with their hands in the cookie jar.

It is important to your career success to learn how to deliver ill tidings, as well as how to receive them.

There are at least four major things wrong with failing to blow the whistle when stuff hits the fan.

First, ignoring bad stuff won't make it go away. It's bound to surface sooner or later, probably at the worst possible time.

Second, most problems can be fixed, wholly or in part, if addressed soon enough.

Third, left unattended, most problems simply get bigger and more difficult with time.

Fourth, when you fail to report the bad news, you are leaving your boss vulnerable to being blindsided with a problem and the accusation from his boss that he doesn't have control of his organization.

Forget any notion that you may be a hero when you have to carry the problems to your boss, no matter who's at fault. Chances are you will take some bruises; whistleblowers are not popular. In ancient times, kings cut off the heads of messengers who brought bad news.

Five Steps To Defuse The Situation

There is really no easy way to report disappoints and shortfalls; however, you can take five steps to help defuse the situations and ease the pain.

1. Have all of the facts in hand. Report them succinctly; no dodging and ducking.

2. Be patient; let the boss vent his or her anger and frustration.

3. Offer a solution, or at least some way to cut the losses.

4. Don't be defensive. If you are solely to blame, take the heat yourself; don't try to lay it off on others. However, if a group of which you are a part is at fault be sure you report in the "we" mode. Try to depersonalize the matter as much as possible.

5. Be sure to make a practice of reporting good news, too. Avoid being identified as one who always bears ill tidings.

How To Receive Bad News

Just as it is important to quickly and accurately report bad news, it is necessary to know how to handle the storm warnings that are reported to you. These four steps will help.

1. Stay calm and collected when an associate reports bad news to you. If you have a reputation of blowing up when such reports are made, you discourage the flow of information that is necessary to function as a leader.

2. Don't go off half-cocked. Gather all the facts: who, what, when, where, why? Define the locale, type and extent of the problem as quickly as possible. Assess the damage. And double-check your information.

3. Initiate damage control ASAP.

4. Report the situation to your boss in the same fashion as you expect to be reported to. If you have been able to clear up the problem, report it anyway. Get credit for handling the matter without taking up his time.

If you have not been able to eliminate the problem, explain the steps you have already taken to prevent further damage, along with your recommendations for getting rid of the cause of the problem.

Hopefully, you are working for an organization where the messenger gets shot only if he's late with the news.

How to Deliver Unpleasant News at Work

You've known about an important project -- and its Monday morning deadline -- all week. But figuring it would be easy to complete, you didn't start on the assignment until Friday. Then, you realize the information you need will take a couple of days to track down, and there's no way everything will be done in time. Now, you have to explain what happened to your boss.

While it is tempting to use evasive tactics when conveying bad news, there are a number of downsides to only presenting the upside. These include potentially harming your professional reputation, losing your manager's trust or missing out on support that might have helped you resolve the situation. It goes without saying that honesty is always the best policy.

Following are suggestions on when and how to deliver unsavory news to your boss.

Early is best. Receiving bad news is, well, bad enough for a manager. But learning that your staff member has known about a problem and not told you about it for weeks can be infuriating. So don't delay telling your manager that you can't find the necessary figures for a report due tomorrow, for instance. It's best to let him or her know as soon as possible -- postponing the discussion is likely to make things worse, not better.

Bad news should come from you. If you don't immediately deliver the unpleasant news to your manager, you can trust that someone else will. If the bearer of bad news, for example, is an important customer who was less than pleased with how you handled a request, your boss will be extremely unhappy about being surprised and unprepared for the customer's call. In addition, your manager is much less likely to be sympathetic to your explanation if he or she had to hear the news from a third party.

Deliver the news in person, if possible. Don't send your manager an e-mail telling him or her that you mistakenly deleted a voice mail from a client detailing extensive last-minute changes to a contract. E-mail doesn't allow your boss to ask questions or you to fully explain how and why the incident occurred. It is much better to ask for an in-person meeting and stress that you need to speak to him or her right away.

Be direct (and don't make excuses). Once you're in your manager's office, avoid over-dramatizing the event; your boss doesn't want a list of reasons you believe the error was not your fault. Likewise, don't downplay a big mistake -- such as attaching the wrong file to an e-mail that was sent to a large distribution list. Acknowledge the problem, apologize to the affected parties and work with your manager on not only a solution but also a strategy for ensuring a similar incident does not occur again.

While all of these tactics are useful if you have bad news to deliver, it's best to avoid the need for this type of conversation in the first place. One way to do so is to ask questions -- of your manager, coworkers, and clients -- from the beginning of a project. When in doubt, it's better to request clarity than to have to come to your manager later about a problem.

Obviously, you cannot avoid all mistakes or mishaps at work. However, by delivering unpleasant news immediately and in person, you'll spend less time on the firing line and more on the production line.