Stuart Machin at M&S loudly and publicly celebrates “positive dissatisfaction”. I remembered his approach when I read about Jess Phillips’ recent letter to Keir Starmer, vividly expressing her lack of confidence in him. It must have been very bad news for the prime minister.
I was struck by how difficult it must have been for an advisor to tell Starmer about the letter, and potentially even read it out loud to him. We all know that in principle we shouldn’t shoot the messenger. But being the messenger is often dangerous in practice.
We can say that our companies look at the facts and make decisions rationally. But, because humans are emotionally driven, life is rarely that simple. Whether you’re talking to colleagues or customers, you will sometimes have bad news to tell. So how do you do it?
Bad news should travel fast
First, who to speak to? Often it helps to talk first to those for whom the news will be worst. Conversely, avoid the situation where that person’s rivals within the company get the news first. If the information you’ve shared is used by others to attack, you will get caught in the crossfire.
Second, when to share the bad news? If possible, it should be in private, so that those affected have time to prepare their response, including proposed corrective actions. It can be good to share bad news early, as a developing story or hypothesis, rather than wait for absolute certainty. This may sound counter-intuitive, but it helps the receiver along the path to acceptance, rather than them being confronted by bad news out of the blue.
Third, how to share the bad news? Make it clear which side you are on. Sometimes people appear to relish telling bad news, perhaps because they are pleased with the quality of their analysis. But it’s better if your audience knows that you are as desperate for the company to succeed as they are. It can help to explicitly state your good intentions – that, ultimately, you want the business to thrive.
Don’t be bombastic. It is natural for the audience to question bad news, including your rationale or analysis. Hear them out and, if necessary, go back and double-check. If you disagree with an objection, do so gently.
Sometimes you can use other voices to deliver challenging news to an individual. Perhaps go via someone who you know to be a trusted advisor to them. Perhaps a consultant can help.
If you can balance bad news with good news, great. But only if it is genuine good news. People can recognise the “shit sandwich” technique and when they do it undermines the point.
The real answer is not technique, it is culture – which is why Machin’s approach matters. If you’re a leader thinking: “Rubbish! In our organisation, people can speak up without fear”, be careful. Almost everyone feels fear speaking truth to power. But leaders can help by championing truth telling, making positive dissatisfaction a value rather than a virtue.
Jeremy Garlick is a partner at Insight Traction
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