Communicating Decisions that You Don’t Agree With

In my pre-coaching career, I found that one of the most challenging aspects of my roles was how to communicate decisions to others (e.g. team members, peers, customers, etc.) that I did not agree with. These decisions involved actions such as employee separations, performance discussions, changes in business strategies and tactics, and letting go of longtime customers. Most of these decisions were made with little to no input from myself or my peers who were charged with implementing these decisions.

Not surprisingly, many of my coaching clients cite this same requirement as a major challenge in their roles as well. For many, it is a major source of stress. As communicating decisions that they do not agree with becomes the least favorite part of their work activities. This feeling/reaction makes perfect sense when you consider that although you are not responsible for the decision, you are accountable for delivering and implementing it. It is also important to remember that as a company employee you have a responsibility to the company to act in its best interests. If we truly trust and believe in the company we work for and its vision/mission. It is important to understand how best to prepare ourselves to communicate decisions that we don’t agree with. IT IS PART OF THE JOB!

This Approach Should Help

In her article, “9 Tips for Communicating Decisions You Don’t Agree With”. Michelle Kankousky an Employee Experience Designer at Insperity outlines a nine-step approach for taking on this tough task. The goal here is to deliver the decision clearly and honestly.

Prepare Yourself

Be clear on the “why” of the decision you are to convey, “what” actions result from it and next steps. Decide the best time and format (face-to-face, virtual, one-on-one or with a group, etc.) to have the discussion. Practice with a peer, HR support personnel, etc. on how to deliver the decision and try to identify questions that those receiving the message may likely ask.

Maintain Respect

Always treat those that made the decision with respect in your comments. A statement such as, “I know that this was a difficult decision for them. Several options were discussed, and this was chosen as the best path forward for the company”, is one example. Specific to sharing your personal thoughts about the decision. A statement such as, “This is not the choice that I would have made, but let’s try to implement this change to the best of our abilities. Our learnings from this effort may allow improvements to this decision looking ahead” can be helpful.

Be Specific

Provide as many details as possible to explain the decision. The “why” and “what” referenced above in step 1). Be honest if certain information was not shared with you or if there are some things that you cannot discuss. Reaffirm that you are there to be supportive and will be able to share further information when it becomes available.

Don’t Send Mixed Messages

This is where your awareness of non-verbal communication becomes critically important. To begin with, be calm, direct, and factual, while maintaining confidence. Furthermore, practicing your delivery ahead of time is key to ensuring a smooth presentation. Additionally, make sure your posture reflects the confidence behind your message. For example, slouching, eye-rolling, or conveying vagueness will signal to your audience that you are uncomfortable or unsure. Lastly, any signs of frustration you display will further indicate that you are not being completely open about your true feelings.

Put Yourself in Your Team’s Shoes

Think about what you would want to know about the decision being handed down and anticipate their questions and reactions.

Remember Your Remote Employees

Given the likelihood that all of the people that need to hear your message are not in the same location, try to deliver your news in as few sessions as possible in order to maintain the consistency of your message. If you cannot get all parties in the same place at the same time, then communicate with your remote employees right before or right after your primary in-person/virtual session. In this way, it is most likely that all those impacted by your message will hear the message from you and not through the “rumor mill”.

Allow for Venting, Not Debate

“Particularly if the decision is an unpopular or controversial one, you should allow your audience to vent their frustrations. Keep the discussion professional and focused and listen to your audience’s concerns”. It is also important to let the audience know that the decision has been made. As well, it is important to “read the room”. Take note of the people that are most vocal and the ones that are least vocal. People process information they receive in different ways. If the decision you are sharing likely has a negative impact on the audience. Make best efforts to follow-up with one-on-one discussions as soon as possible afterwards with all participants. Not just the most vocal.

Set Clear Expectations

“Be sure to communicate what you want the audience to do or not do when they leave your meeting”. You will not be able to control the “rumor mill” but offering the opportunity for audience members to still come to you with questions or indicating you plan one-on-one discussions as mentioned above may help influence the discussions in a positive direction.

Follow-Up as Needed

Don’t speculate! If you do not know an answer to a question, say so! But also plan to follow-up to try to get the answers. Also, the decision being implemented may require additional materials to be shared at a later date. Please make sure that your distribution of these materials is timely, and their purpose is clear.

Communicating decisions that you do not agree with is undoubtedly one of the toughest challenges for anyone in a leadership role. However, it is also an essential part of the job. The 9-step process outlined above is designed to help you become better prepared, ensuring you can deliver a clear and honest message to those impacted by these decisions. By following these steps, you can navigate difficult conversations with confidence and clarity.

Reference:

“9 Tips for Communicating Decisions You Don’t Agree With”