Business Communications

1
Business Communications

• Lesson Six
• FJU/AIEDL
• Dr. M. Connor
• Based on Excellence in Business Communication,5/e
  Thill and Bovée

2
No body likes bad news

• People dont like to give it and people dont
  like to get it.
• The giving part is especially true from someone
  from an Asian culture, but in a work situation,
  there are times when bad news just has to be
  given.
• Westerners will appreciate it if you give them
  the bad news straight out, but there are ways to
  cushion the blow

3
NO!

• The word no is short and abrupt, so negative
  that a lot of people have trouble saying it.
• And for most people, its the hardest word to
  hear or understand
• The delivery can be far more damaging than the
  word itself.

4
The most dangerous no

• The most dangerous no is usually the one you
  dont explain.
• Thats why you must be careful when you deliver
  bad news.
• The three-step process can help you write
  bad-news messages that are more effective and
  less dangerous.

5
Step 1 Planning your bad-news message

• When your message is a negative one, analysis
  becomes extremely important. If your purpose is
  specific, you are able to word it in the best
  possible way.
• You want to be sure that a bad-news message
  should indeed be sent and should definitely be
  sent in writing.

6
Know your audience

• And you really need to know how your audience
  will receive your message.
• Do readers prefer to receive negative news up
  front without delay?
• Or would they accept it better if you explained
  your reasons first?

7
Get the facts

• Any investigation or research must yield
  reliable, unmistakable facts that will support
  your negative decision.
• Youll want to be sure you have all the facts
  your audience will need.
• After sending your bad news, you dont want to
  face a barrage of questions from confused readers

8
Keeping a good relationship

• Finally, youll want to pay particular attention
  to maintaining a good relationship with your
  audience.
• Be sure to adapt your medium and tone to your
  audience.
• Careful attention to adaptation can help you
  avoid alienating your readers.

9
Step 2 Writing your bad-news messages

• In a bad-news message, your main idea is a
  refusal, a rejection or a negative announcement,
  so you want to be careful about defining that
  main idea and about covering relevant points
  thoroughly and logically.

10
Which approach?

• Choosing between the direct and indirect
  approaches takes an added importance in bad-news
  messages.
• You need to know whether it will be better to
  open with the bad news or prepare your readers
  with an explanation before you give them the
  negative bits.

11
Word choice

• You also need to pay special attention to word
  choice so that you can create your sentences and
  paragraphs carefully.

12
Step 3 Completing your bad-news messages

• Revision is as important as the other steps in
  the writing process.
• It helps you make sure that your bad-news
  messages are organized properly, that they say
  what you want them to say, and that they do so
  concisely and clearly.

13
Strategies for bad-news messages

• There are five goals for bad-news messages
• Give the bad news
• Ensure its acceptance
• Maintain the readers goodwill
• Maintain your organizations good image
• Reduce further correspondence on the matter.

14
Not an easy task!

• But there are some steps you can take that will
  make your bad-news messages more effective.
• Adopt an audience-centered tone
• Organize your message to meet your audiences
  needs and expectations by using either the direct
  or the indirect approach.

15
Adopting an audience-centered tone

• Your tone contributes to your messages
  effectiveness by helping your readers
• Accept that your bad-news represents a firm
  decision
• Understand that, under the circumstances, your
  decision was fair and reasonable
• Remain well disposed towards your business
• Preserve their pride

16
Tone

• When establishing tone, strive for
• Firmness
• Fairness
• Goodwill
• Respect

17
Use the you attitude

• Try to point out how your decision might actually
  further your audiences goals.
• Assume that your audience is interested in being
  fair, even when they are at fault

18
Choose positive words

• Just make sure that your positive tone doesnt
  hide the bad news behind difficult language.
• Remember, you want to convey the bad news, not
  cover it up.

19
Polite words chart
INSTEAD OF THIS... SAY THIS... I cannot
understand what you mean. Please clarify your
request. The damage wont be fixed for a
week. The item will be repaired.... There will be
a delay in your order. We will ship your order
as soon as possible. You are clearly
dissatisfied. We are doing what we can to make
things right. Your account is in
error. Corrections have been made to your
account. The breakage was not our fault. The
merchandise was broken during shipping. Sorry for
the inconvenience. The enclosed coupon will save
you 45 next time. We regret the
misunderstanding. Ill try my best to be more
clear from now on. I was shocked to learn that
youre unhappy. Your letter reached me
yesterday. Unfortunately, we havent received
it. It hasnt arrived yet. The enclosed statement
is wrong. Please recheck the enclosed statement.
20
Use respectful language

• This way you convey respect and avoid an accusing
  tone and thus save your audiences pride.
• For instance, you might have to use the third
  person, impersonal and passive language.
• Say something like The appliance wont work
  after being submersed in water instead of You
  shouldnt have immersed the appliance in water.

21
The you attitude

• When your audience is at fault, the you
  attitude is better observed by avoiding the word
  you.

22
Using the direct approach

• As with most business messages, the key to
  choosing the best approach for bad-news messages
  is to analyze audience members first.
• How well do you know them?
• Some people would prefer to hear the bad news
  right away.
• Similarly, some situations are more appropriate
  for directness than others.
• If you know your audience would prefer the bad
  news first, or if the situation is minor and the
  news will cause your audience little pain or
  disappointment, then use the direct approach.

23
Using the indirect approach

• Beginning a bad news message with a blunt no
  could prevent your audience from reading or
  listening to your reasons.
• Some prefer some preparation or explanation
  first.
• So the indirect approach eases your audience into
  your bad news by explaining your reasons before
  giving the bad news.

24
Gaining acceptance

• Presenting the reasons first increases your
  chances of gaining audience acceptance by
  gradually preparing readers for the negative news
  to come.

25
Four-part sequence

• The indirect approach follows a four-part
  sequence
• Open with a buffer
• Continue with a logical, neutral explanation of
  the reasons for the bad news
• Follow with a clear but diplomatic statement of
  the bad news, emphasizing any good news and
  de-emphasizing the bad
• Close with a positive forward-looking statement
  that is helpful and friendly.

26
Open with a buffer

• A neutral, noncontroversial statement that is
  closely related to the point of the message is
  called a buffer.
• Breaking bad news with kindness and courtesy is
  the humane way to do things.
• Consideration for the feelings of others is never
  dishonest, and consideration helps others accept
  your message.

27
Buffers

• Use a buffer that is
• Neutral
• Relevant
• Not misleading
• Assertive
• Succinct
• To write an effective buffer, avoid giving the
  impression that good news will follow.

28
Examples

• One Your resume indicates that you would be
  well-suited for a management trainee position
  with our company.
• Two Your resume shows very clearly why you would
  be interested in becoming a management trainee
  with our company.

29
Analysis

• The second one emphasizes the applicants
  interpretations of her qualifications rather than
  the companys evaluation of her qualifications.
• The first could be misleading, the second, less
  so.

30
Things to avoid in writing a buffer

• Other things you need to avoid when writing a
  buffer
• Avoid saying no.
• Avoid using a know-it-all tone.
• Avoid wordy and irrelevant phrases and sentences.
  
• Avoid apologizing.
• Avoid writing a buffer that is too long.

31
Avoid saying no

• No matter how good the rest of the message is,
  youve already lost your audience.

32
Avoid using a know-it-all tone

• When you use phrases like you should be aware
  that, readers expect your lecture to lead to a
  negative response, so they resist the rest of
  your message.

33
Avoid wordy and irrelevant phrases and sentences

• Sentences such as We have received your letter,
  This letter is in reply to request, We are
  writing in response to your request are
  irrelevant.
• Make better use of the space by referring
  directly to the letter.

34
Avoid apologizing

• Unless warranted by extreme circumstances, an
  apology only weakens the following explanation of
  your unfavorable news.

35
Avoid writing a buffer that is too long

• Be brief.
• Identify something that both you and your
  audience are interested in and agree on before
  proceeding in a business like way.

36
Follow your buffer with reasons

• Present the reasons that show that your decision
  is fair and reasonable.
• One way to be tactful is to emphasize how your
  decision benefits your readers rather than
  focusing on how the decision is good for your
  company.
• For example, when denying a credit request, you
  can show how your decision will prevent the
  person from becoming overextended financially.
• Facts and figures are often helpful in convincing
  members of your audience that youre acting in
  their best interest.

37
Reasons

• Well-written reasons are
• Detailed
• Tactful
• Individualized
• Unapologetic
• Positive

38
Good example paragraph

• Because these management trainee positions are
  quite challenging, our human relations department
  has researched the qualifications needed to
  succeed in them. The findings show that the two
  most important qualifications are a bachelors
  degree in business administration and two years
  supervisory experience.

39
Analysis

• This paragraph does a good job of stating the
  reasons for the refusal because
• It provides enough detail to make the reason for
  the refusal logically acceptable
• It implies that the applicant is better off
  avoiding a program in which he or she would
  probably fail, given the background of potential
  co-workers
• It explains the companys policy as logical
  rather than rigid
• It offers no apology for the decision
• It avoids negative personal expressions (You do
  not meet our requirements.)

40
Then state the bad news

• To handle bad news carefully
• De-emphasize the bad news visually and
  grammatically
• Use a conditional statement
• Tell what you did do, not what you didnt do for
  the audience

41
Examples

• The five positions currently open have been
  staffed with people whose qualifications match
  those uncovered by our research.
• There, you dont even say it outright that they
  are rejected. You may also add a line like When
  you have more managerial experience, you are
  welcome to reapply.

42
Finally, end with a positive close

• Keep it positive.
• Dont refer to, repeat, or apologize for the bad
  news, and avoid expressing any doubt that your
  reasons will be accepted.
• Avoid statements like I trust our decision is
  satisfactory. Of course, its not going to be
  satisfactory!

43
Limit future correspondence

• Encourage future communication only if youre
  willing to discuss the decision further.

44
Be optimistic about the future

• Dont anticipate problems.

45
Be sincere

• Steer clear of clichés that are insincere in view
  of the bad news.
• Avoid saying something like If we can be of any
  help, please contact us.
• If you were helping them, you wouldnt be writing
  a bad news letter!

46
Be confident

• Dont show any doubt about keeping a person as a
  customer.
• Avoid phrases like We hope you will continue to
  do business with us.

47
Example

• Many companies seek other qualifications in
  management trainees, so I urge you to continue
  your job search. Youll certainly find an
  opening in which your skills and aspirations will
  match the job requirements exactly.

48
Refusing claims

• .When refusing a claim, avoid language that might
  have a negative impact on the reader. Instead
• Demonstrate that you understand and have
  considered the complaint.
• Explain your refusal
• Suggest alternative action.

49
Defamation

• You may be tempted to respond to something
  particularly outrageous by calling the person
  responsible a crook, a swindler or an
  incompetent.
• KEEP IT IN YOUR HEAD!
• If you dont, you could be sued for defamation, a
  false statement that tends to damage someones
  character.

50
Technical difference

• When defamation is spoken, the charge is slander.
• Remember this because they both start with s.
• When defamation is written, the charge is libel.

51
Suing for defamation

• By definition, someone suing for defamation would
  have to prove
• 1) that the statements is false
• 2) that the language is injurious to the persons
  reputation
• 3) that the statement has been published.

52
Be aware!

• If you can prove that your accusations are true,
  you havent defamed the person.
• The courts are likely to give you the benefit of
  the doubt, but you still need to be careful.

53
Guidelines

• Avoid using any kind of abusive language or terms
  that could be considered defamatory.
• If you wish to express your own personal opinions
  about a sensitive matter, use your personal
  stationery and dont include your job title or
  position. Take responsibility for your actions
  without involving your company.
• Provide accurate information and stick to the
  facts.
• Never let anger or malice motivate your messages.
• Consult your companys legal department or an
  attorney whenever you think a message might have
  legal consequences.
• Communicate honestly and make sure that you are
  saying what you believe to be true.

54
Rejecting job applicants

• Many of you will have to reject job applications
  in the future, and this is never easy.
• But you must send the message.
• Not sending a rejection to an applicant,
  especially one who has interviewed, is
  unacceptable.

55
Three guidelines

• Open with the direct approach.
• Clearly state why the applicant was not selected.
  
• Close by suggesting alternatives.

56
Open with the direct approach

• Job applicants know that good news will most
  likely come by phone and that bad news will most
  likely come by letter.
• If you try to buffer the bad news your reader is
  expecting, you will seem manipulative and
  insincere.

57
Clearly state why the applicant was not selected

• Make your rejection less personal by stating that
  you hired someone with more experience or whose
  qualifications match the position requirements
  more closely.

58
Close by suggesting alternatives

• If you believe the applicant is qualified,
  mention other openings within your company.
• You might suggest professional organizations that
  could help the applicant find employment.
• Or you might simply mention that the applicants
  resume will be considered for future openings.
• Any of these positive suggestions may help the
  applicant be less disappointed and view your
  company more positively.

59
Not long

• A rejection letter need not be long.
• Sending a well-written form letter following
  these guidelines is better than sending no letter
  at all.
• The applicant only wants to know one thing did I
  get the job?

60
Negative performance reviews.

• A performance review is a managers formal or
  informal evaluation of an employee.
• The main purpose of these reviews is to improve
  employee performance by
• Emphasizing and clarifying job requirements
• Giving employees feedback on their efforts
  towards fulfilling those requirements, and
• Guiding continued efforts by developing a plan of
  action, along with rewards and opportunities

61
Guidelines

• When you need to give a negative review, remember
  these guidelines
• Confront the problem right away.
• Plan your message.
• Deliver messages in private.
• Ask for a commitment from the employee.

62
Confront the problem right away

• Avoiding performance problems only makes them
  worse.

63
Plan your message

• I say this all the time, but its a must. Be
  clear about your concerns, and include examples
  of specific actions.
• Think about any possible biases you may have, and
  get feedback from others.

64
Deliver messages in private

• Whether in writing or in person, be sure to
  address performance problems privately.
• Dont send performance reviews by e-mail or fax.
• If youre reviewing an employees performance
  face-to-face, conduct the review in a meeting
  specifically for that purpose

65
Focus on the problem

• Discuss the problems caused by the employees
  behavior without attacking the employee.
• Compare the employees performance with whats
  expected, with company goals, or with job
  requirements.
• Identify the consequences of continuing poor
  performance, and show that youre committed to
  helping to solve the problem.

66
Ask for a commitment from the employee

• Help the employee understand that planning for
  and making improvements are the employees
  responsibility.
• However, finalize decisions jointly so that you
  can be sure any action to be taken is achievable.
• Set a schedule for improvement and for following
  up with evaluations of that improvement.