Communicating When You're Under the Gun

Some communications challenges can be thorny. Examples: You have to tell a room full of people news they won’t like. You’ve got to find an acceptable way to argue with your boss about what you feel is a boneheaded decision. One of your staff members missed a target date and now you have to take the heat for it.

They’re tricky situations, for sure, but they offer you opportunities to show leadership when you're under fire. This is one of the defining characteristics of a strong and steady leader. Here’s some of the advice on meeting these challenges.

Delivering Bad News

Some years back, shortly after C. Michael Armstrong became chief executive of the Hughes Electronics Corp., he had to announce a restructuring that would eliminate thousands of jobs. He assembled the corporate staff in an auditorium. Speaking from the heart and without a text, he spent the next hour discussing the urgency of the need for change.

According to a New York Times report of the meeting, “His speech was so inspiring and convincing that the audience gave him a standing ovation -- even though half of them were about to lose their jobs.” The lessons here for managers: Bite the bullet. Present the bad news with its full implications clearly and thoroughly. Paint a positive, though realistic, picture of the future. Express your feelings -- about how hard it was to make an unwelcome decision and about the pain your plan will cause all those involved. Presenters who try to ignore the hurt or anger their message presents alienate the audience and make the situation worse.

Make yourself credible by using the language of home and hearth rather than circumlocutions, clichés and Dilbert-speak. Get out from behind the lectern, which only serves as a barrier between you and the audience. Let the full force of your emotions show -- through movement, posture, gestures and facial expression. Make eye contact with the audience. Rehearse so well that you can speak off the cuff, without notes but with full confidence.

Be ready for angry questions. You may get some zingers but don't lose your composure. Anticipate the kinds of questions you’ll get. Prepare thoughtful, concise answers to them, and deliver them with feeling.

Begging to Differ

There’s a story told about a young manager who was asked to carry out a plan that didn't seem sound to him. He walked into the boss’s office and said, "Your plan won't work, Hank.” “Well, of course it will work,” the boss snapped back angrily.

Later, as he reflected on what had happened, the manager realized that with only five words he had told Hank he didn’t value his 25 years of experience with the company. Feeling attacked, he reacted emotionally. It would have been impossible for the manager to present his own plan at that meeting. He had to use a totally different approach. It’s one that you, too, can use whenever you want to argue with the boss and live to tell about it.

First, you have to understand what the boss wants to accomplish with his plan. Then ask what he likes and doesn't like about it. You’ll have to retain what was good and eliminate the negatives. Paraphrase the boss’s response to verify that you got it and, equally important, show respect for his opinions.

The manager asked Hank if he could think about what the boss said and come back with a way to meet his goals. The manager refined his plan to take into account everything he learned. He presented it and Hank signed on.

Here are tips for how you can use this process to disagree successfully: Avoid using the words “wrong” or “no” when you discuss the boss’s plan. Even a "but," ”although" or "however" can imply you're negating everything the boss has said. Show the boss your respect by asking for permission to suggest an alternate plan.

As you prepare your plan, think of how it will affect everyone involved and whether they might feel threatened. Check out the plan’s feasibility with others who can give you objective feedback. Begin by telling the boss the plan’s expected results and follow up with how you’ll implement it. Go into details only if asked. Keep it short; the boss is busy. Present your plan enthusiastically because if you’re not charged up about it, the boss won’t be either.

How to Say Mea Culpa

When he went to Tokyo to apologize for inadequate governance of Citibank Japan, Citigroup’s then CEO Charles Prince followed local custom, making a low, stomach-crunch bow that lasted a full seven seconds.

David Neeleman, JetBlue’s chairman, asked forgiveness for stranding passengers during a Valentine’s Day ice storm with a full-force apologies campaign, including email messages, a YouTube video, paid advertising and an appearance on Letterman.

“I’m sorry”: These may be the two most powerful words in damage control. Unlike Prince and Neeleman, however, managers at all levels often find it difficult to use them. The reason for this sometimes is wishful thinking: It’s not that big a deal; the problem will go away. Rationalization: It wasn't all my fault. Personal insecurity: I’ll look stupid and incompetent.

Whatever the reason for avoiding an apology, the tactic is counterproductive because the problem will usually worsen. What's more, the manager will be missing an opportunity to build credibility by accepting blame.

What to do: Apologize quickly and fully. Take personal responsibility. Express regrets. Describe what precautions you used to avoid a situation like this and why they failed. Tell what you’re doing to fix the problem. Provide whatever assurance you can give that it won't be repeated. You must make sure your facts are correct because they’ll be examined closely.

Don't waffle: Instead of saying “Mistakes were made” say “I made a mistake.” Instead of saying “If anyone was offended …” acknowledge that others were offended. If you say "It wasn't my intention," everyone else will say "Duh!” And don't forget the magic words: "I'm sorry."

The Silver Lining

Communicating successfully when you’re under the gun is essential for managers in today’s economic climate. Managers must justify unpopular decisions to a workforce that is both insecure and mistrusting. They need to challenge decisions that are made in panic mode or provide short-term benefits while holding the future hostage. They have to maintain their own credibility and that of their businesses by admitting fault when this is necessary and persuading everyone involved to move on.

Meeting these challenges isn’t a cakewalk. But if you can do it you will establish yourself as a go-to leader whenever there is need for sound judgment, rock-steady courage and the ability to build trust. You will become a more valuable asset to the company and enhance your career as well.

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Bill Rosenthal is CEO of Communispond Inc., www.communispond.com. The company, which celebrated its 40th anniversary in 2009, has trained more than 600,000 managers and sales executives to communicate more effectively. Go to the company's website for free access to articles, audiocasts, videocasts and subscriptions to e-newsletters on communications and selling. The website lists free webinars that Communispond sponsors and the schedule of upcoming public seminars. Bill created Prospeak, an iPhone app that's a guide to making an effective presentation that can be ordered via the Communispond website. Prior to joining the company Bill was CEO of Digi-Block Inc., a K-12 education publisher. Bill also served as President of Kaplan College, a division of Kaplan Inc., the well-known test preparation company. Bill developed and launched Kaplan College. In his previous role as President of Ziff-Davis Education (now called Element K). Bill oversaw the leading supplier of computer training products worldwide and supervised the operations of ZD University, the leading web-based computer skills site. He received his Bachelor of Arts in Psychology from the University of Rochester in 1983.