Anyone who has led a project or work endeavor knows the feeling

1. Delivering Bad News in Good Ways Your presenter is: Alison Sigmon, M.Ed., LPC, PMP

3. The good, the bad, & overcoming the ugly

4. Joining the 21 st century Unless you’ve been living under a rock for the last few years, chances are you’ve got some inkling that Web 2.0 has grown up. Technology helps us get things done There’s nothing new about biz wanting it done bigger, better, faster, but with Web 2.0 faster just took on lightening speed. Zero to the speed of light in less than four years…

5. What’s the potential for bigger, better, faster? http://www.redbubble.com/people/dmoilanen/art/3260188-speed-of-light The Upside Faster communications, Quicker results The Rub Increased opportunity for things to go south on your projects just as quickly.

6. Situation… But… Far too often Project Managers find themselves in the opposite position which is never fun. We all want to be the one who delivers good news – particularly when it comes to projects. p. 12

7. The power of procrastination http://www.google.com/imgres?imgurl=http://4.bp.blogspot.com/ And it’s tempting to delay the delivery of bad news for as long as possible but…

8. Putting off bad news packs punch! So what’s a project manager to do? http://www.greekshares.com/nail.php In the absence of information, people start making it up. And we know the impact of making assumptions…

9. Own the problem http://mychinaconnection.com/english-idiom/take-the-bull-by-the-horns-a-way-to-solve-a-problem/ What’s the best option? Take the bull by the horns and… Take Charge!

11. Oh, and by the way… You might want to consider a few things before diving in.

12. Separate, Evaluate, & Deliver In a way they can be heard

14. 2. Deliver bad news in person Delivering it via email is even worse. Doing it by phone is bad. http://bethgeduld.wordpress.com/category/etiquette/telephone-skills/

15. 3. Evaluate & script it to ensure a consistent message Dr. Robert Buckman is a cancer specialist who teaches doctors and consults with Fortune 500 companies. "Begin a difficult conversation by listening," he says. "And end it by summarizing. Review the ground you've covered, identify a plan, agree on a 'contract' for the next contact.” He adds, “Start with open-ended questions. Explore perceptions before you try to define reality.” This can help you & others from getting emotional. http://crackthesocialmediacode.com/wordpress/?p=1062

16. 4. Pick your receiver Determine who is the best person to deliver the bad news. You want someone who is careful, considerate, and has the authority to act.

17. 5. Consider and plan for delivery Be objective Draw pictures Be timely, factual, & clear Understand that not all delivery should be considered equal… let’s take a look. http://papershine.com/archives/2006/

18. Style matters… When it comes to delivery

19. Consider your delivery method & recommendations From Gary A. Williams and Robert B. Miller’s article titled “ Change the Way You Persuade ” in the Harvard Business Review , May 2002: We have a tendency to focus on the content of the message and far less time on how the message is delivered. The focus should be on how to present the message effectively. Tailor the message to that person’s decision-making style will go a long way to deliver bad news in a way that can be heard by the intended receiver.

21. Decision-making style: Followers 36% of decision-makers Make decisions based on how other trusted decisions-makers or they themselves have made similar decisions in the past. Responsible, cautious, and bargain conscious. Usually risk-averse. Focus on proven methods and testimonials. Need to see that it’s been somehow done before.

22. Decision-making style: Charismatic 25% of decision-makers Tends to be exuberant about a new idea or proposal. Final decision is based on balanced information, not just emotions. Captivating, enthusiastic, dominant, and talkative. Seeks out risk. Use simple, straightforward arguments and visual aids. Resist the temptation to jump on this style’s bandwagon of initial excitement.

23. 19% of decision-makers Highly suspicious of data that don’t fit with or challenges their worldview. Make decisions based on their gut feelings. Combative style and usually described as take-charge individuals. Demanding, disruptive, rebellious Establish as much credibility and clout as possible with this person. Get support from someone whom this decision-maker trusts before pitching the idea. Decision-making style: Skeptics

24. 11% of decision-makers Impressed with data. Can exhibit contradictory points of view within a single meeting. Need to cautiously work through all options before making a decision. Can be the toughest to persuade and is risk averse. Logical and academic. Have lots of data available. They need as much info as possible to make a decision. Decision-making style: Thinkers

25. 9% of decision-makers Hate ambiguity. Focus on the pure facts and analytics of a decision because of their own fears and uncertainties. Tend to be logical, unemotional, detail oriented, and analytical. Risk averse. Don’t be too aggressive. Present the facts and details and leave it to the decision maker to work through. Decision-making style: Controllers

26. Determining best fit Most folks tailor the message toward Thinkers and Controllers , which make up the smallest population of the five styles. Despite style differences people tend to use a one-size-fits-all approach when trying to convince or deliver bad news to others.

29. Thank you! Alison Sigmon, M.Ed, LPC, PMP [email_address]