displaytama.blogg.se - A poorly written buffer can

It is valuable to share reasoning, because people are more willing to accept an unfavorable outcome if they believe the decision making was fair. But employees really weren't listening, because they were waiting for the bad-news shoe to drop. When one CEO was announcing that the company's headquarters would be closing, he started his presentation with a long preamble about why the change was necessary.

Provide context, but lead with the what-and then follow up with the why.

If people are losing their jobs, for example, that's a layoff-not "right-sizing." This is not the time to disguise the facts in a thicket of 50-dollar words and jargon. Doing so helps you work through all of the issues involved, and helps you make decisions about how you will communicate these issues.

I often develop a document with frequently asked questions (FAQs).

Start by understanding every question an employee will ask-and make sure you've figured out the answers.