Negotiating in a Crisis Situation

Bad news: you’re giving bad news wrong Here’s the research backed way to do it without breaking trust. Stanford’s Robert Sutton has studied this for 40+ years. When delivering bad news, four ingredients matter: Predictability. Understanding. Control. Compassion. During the London Blitz, people in regularly bombed areas were less anxious. Not because danger vanished… because they could predict it. Uncertainty not bad news spikes anxiety. Brian Chesky (Airbnb) laid off ~25% during COVID and still preserved trust by: Explaining the why Letting people keep laptops Letting them keep vested stock Giving them time to say goodbye What not to do: Bird laid off 406 people via a 2-minute Zoom. Some even thought it was pre-recorded. Brutal. Demoralizing. Performative. Sutton’s take: Too many leaders confuse toughness with sadism Cutting deeper “to seem bold,” copying competitors, or just because they can. That’s not leadership. That’s ego maintenance. Even small control signals matter: A CEO promised: “No layoffs for the next 4 months.” Not forever. Not everything. But it gave breathing room. Predictability > vague reassurance. This isn’t just about layoffs. Any move that threatens status, identity, or purpose qualifies: New org charts. Killed products. RTO mandates. When people feel blindsided, they disengage or leave. What people want in hard moments: To understand what/why/when To avoid being ambushed To feel seen and treated fairly To plan their next move Deliver that always. When the news is bad, your job isn’t robotic spin. Leaders we remember aren’t the ones who never made cuts They’re the ones who made them with dignity.

Communicating good news is easy. How you handle bad news defines your leadership. Use these 10 strategies to navigate your next tough conversations: 1 – Be a Prepper Plan before bad things happen as you won’t have time when they happen. 2 – Face The Music Don’t delegate. It is your responsibility as a leader to communicate bad news. 3 – Get Ugly Early Don’t drip-feed bad news. 4 – Be Transparent and Honest Honesty builds trust. Avoid sugarcoating the situation. 5 – Show Empathy and Compassion Acknowledge the emotional impact on your team and be there to support them. 6 – Choose the Right Time and Place Deliver the news in a private setting where your team can process the information. 7 – Control the Narrative Bad news and crises are unfolding stories, and part of your job is to avoid that you or the company become the villain. 8 – Offer Solutions and Next Steps Focus on what can be done moving forward. Outline the action plan, resources available, and how the team can contribute to overcoming the challenge. 9 – Be Available for Follow-Up Schedule regular check-ins to address ongoing concerns and maintain open communication. 10 – Create a Positive Vision of the Future Highlight a path forward to keep the team engaged and motivation high. By approaching challenging situations with transparency, empathy, and a clear plan, we can navigate through the challenges and come out stronger. 👇What are your tips for communicating bad news in business? ♻ Please share to help your network.

“Another Boeing plane has crashed…” That headline didn’t just inform the world. It shook it. Airlines grounded fleets. Passengers canceled bookings. Families waited in grief. And in those painful moments, everyone turned to Boeing — waiting for reassurance, compassion, and clarity. But what they received instead was silence, technical statements, and corporate coldness. ⸻ 💬 The Dialogue That Never Happened Imagine if Boeing’s CEO had stood before the world and said: 👉 “We are devastated by this tragedy. Our deepest condolences go to the families who lost their loved ones. We take full responsibility to uncover the truth, fix it, and make sure this never happens again. Every passenger’s life matters. We will not rest until trust is restored.” Instead, the company issued vague technical explanations about “software updates” and “pilot procedures.” The difference? One statement speaks to the heart. The other hides behind jargon. 📉 The Fallout of Silence Boeing didn’t just lose billions in market value. They lost something far more precious: trust. • Passengers felt unsafe. • Governments demanded groundings. • Airlines questioned contracts. • Employees lost pride. A global brand that once symbolized safety became a symbol of fear. And the leadership lesson? 👉 In crisis, your communication is your reputation. ⸻ When tragedy strikes, the human brain looks for three things immediately: 1. Reassurance (Pathos): “Do you see my pain? Do you care?” 2. Clarity (Logos): “What exactly happened? Am I safe?” 3. Responsibility (Ethos): “Can I trust you to fix this?” ⸻ Here’s a 3-step Crisis Communication Framework every CEO must remember: 1. Acknowledge Emotion (Pathos): • Show empathy immediately. • Example: “We are heartbroken by this tragedy. Lives were lost. Families are grieving.” 2. Share Facts Clearly (Logos): • State what you know, what you don’t know, and what you’re investigating. • Example: “The incident involves [details]. Investigations are ongoing. Safety checks are underway globally.” 3. Commit to Responsibility (Ethos): • Show accountability and promise change. • Example: “We take full responsibility. Here’s how we are fixing it: [specific steps].” ⸻ ✅ Do’s & ❌ Don’ts of Crisis Communication ✅ Do’s • Respond quickly. Speed signals responsibility. • Lead with humanity. Speak to emotions first, facts second. • Be transparent. Say what you know and admit what you don’t. • Take responsibility. Even partial acknowledgment builds trust. • Be consistent. Updates must be regular, not one-time. ❌ Don’ts • Stay silent. Silence is filled with rumors. • Use jargon. “Software anomaly” means nothing to grieving families. • Deflect blame. Saying “pilot error” erodes credibility. • Downplay loss. Even one life lost must be honored. • Overpromise. “It will never happen again” sounds hollow if unproven. ⸻ 💡 The Bigger Leadership Lesson Crisis doesn’t just test your company. It tests your character.

If you’re a leader, you’ll be judged not by how you handle the easy conversations - but by how you deal with the difficult ones. My very first act as a manager, aged 23, was to sit down with a man in his fifties and tell him his role was no longer needed. He was respected and experienced. A really decent person. But his skills no longer matched the business. The conversation should’ve happened much sooner - but none of my predecessors had the courage. Here’s what I’ve learned about difficult conversations since then: 1. Prepare more than you think you need to. Clarity, language, timing. It all matters, particularly the first few sentences. 2. Approach with humility. You don’t have all the answers, and you’re not the hero of this story. 3. See it through their eyes. Compassion starts with understanding what this moment means for them. 4. Stay steady. Don’t rush. Make space for the silence and the emotion. 5. Remember the importance of their dignity. However tough the news, they should leave with their self-respect intact. And if you’re on the receiving end of a difficult conversation? Try to separate the message from your identity. It’s happened to me before and it’ll happen again. It’s painful, but it’s not the sum of who you are. The hardest conversations are the ones you never forget. But handled with care, they’re also the ones that build your character as a leader. #CareerMoment LinkedIn News UK

The overnight collapse of Baltimore's Francis Scott Key Bridge has unleashed a wave of online conspiracy theories, spreading like wildfire across social media platforms. Within hours, some individuals were promoting baseless claims around the cause of the attack, ranging from cyber-attacks to intentional collisions on X. While misinformation during such events isn't new, the alarming pace and trust some of these accounts command pose significant challenges for Federal agencies and corporates alike. In times of crisis, the dissemination of misinformation on social media can wreak havoc, creating confusion, panic, and hindering effective response efforts. Moreover, it erodes trust in reliable sources of information, exacerbating the chaos and making it even more challenging to manage the situation.  For corporates, it's a reality that they are living in---that's where the importance of corporate preparedness comes into the picture. Here are a few suggestions that can help with your crisis preparedness: DURING THE CRISIS ✅ Establish Clear Communication Channels: Designate official spokespersons and platforms for disseminating accurate information. ✅Monitor Social Media and News Sources: Implement robust monitoring systems to track mentions and detect misinformation early. ✅Debunk False Information: Respond promptly with evidence-based rebuttals to false claims and communicate transparently with stakeholders. ✅Engage with Stakeholders: Demonstrate transparency and accessibility by engaging directly with stakeholders to address concerns. ✅Collaborate with Authorities and Experts: Pool resources and coordinate response efforts with relevant authorities and industry peers. ✅Monitor Sentiment and Feedback: Continuously monitor stakeholder sentiment to tailor communication strategies and address concerns. BEFORE CRISIS ❎ Educate Employees and Stakeholders: Provide training on media literacy and critical thinking skills to empower individuals to discern fact from fiction. ❎ Review and Update Crisis Communication Plans: Regularly review and update crisis communication plans based on lessons learned and emerging best practices. AFTER CRISIS ⭕ Evaluate and Learn: Conduct a thorough evaluation of the company's response to misinformation to inform future crisis preparedness efforts.

The S to F Tier of How You Tell People They’ve Lost Their Job S Tier – You meet with people individually. You are transparent about why it’s happening. You acknowledge the pain. You offer real severance, continued benefits, and transition support. You help connect them to what’s next. You follow up personally. A Tier – You communicate clearly and directly in advance, whether in writing or video. You outline when and how they will hear from managers. You ensure systems stay active briefly so people can collect information and say goodbye. You treat them with humanity. B Tier – You deliver the message promptly and completely, even if it’s difficult. It may be impersonal, but it’s clear and does not leave people stranded. C Tier – You turn off access first and explain later. People hear conflicting things. No one knows who’s affected or what happens next. D Tier – You rely on automated emails or announcements without personal follow-up. No one takes ownership or answers questions. F Tier – You let employees find out by accident. They arrive and can’t badge in. They hear it from security or colleagues. There’s confusion, embarrassment, and no communication from leadership. You create chaos at the worst possible moment in someone’s life.

If you’ve ever been in a tough conversation (like getting surprise feedback from your boss, disagreement with your partner, or a tense conversation that suddenly turns emotional), you know that feeling: your heart races, your face gets warm, and your mind blanks. The worst thing you can do at that moment is try to “push through.” Because when emotions run high, real listening and problem-solving shut down. Here’s what to do instead: 1. Step back before you react If you feel adrenaline kicking in, pause. Try saying: • “Let me gather my thoughts. Can we circle back on this?” • “Let’s pause here and revisit on Friday” You’re not avoiding the issue; you’re creating space for a better outcome. If they’re the one who’s emotional, lead with calm: “Let’s take a little breather. I’m going to grab some coffee. Let’s regroup in 10 minutes.” You’d be amazed how much tension disappears in those few quiet minutes. 2. Find common ground When you return, start with what you agree on: • “We both want this project to succeed” • “We’re on the same page about the goal” Agreement softens defensiveness and rebuilds trust. 3. Shift to next steps Once things cool down, move forward: • “What’s our next step?” • “How do we resolve this?” Focusing on solutions gets everyone out of the emotional past and back into progress. The takeaway: In emotionally charged moments, calm is your greatest communication tool. Instead of winning the argument, try to regain clarity and guide the conversation forward.

How can companies recover from a crisis? Chocolate Finance has been in the spotlight this week after suspending instant withdrawals, leading to public backlash. While the situation seems dire, people may eventually forget this crisis if Chocolate Finance takes the right steps to rebuild trust. Here’s how companies in similar situations can regain consumer trust: 1. Have a crisis communications plan This should already be in place before a crisis occurs. If your company doesn’t have one, start now (especially if you're a fintech company). It should outline possible scenarios, pre-drafted statements, and response timelines—for example, issuing a statement within an hour of an incident. Too many startups focus on aggressive growth without considering the repercussions of moving too quickly. 2. Reassure customers If trust is broken, brands must work harder to rebuild it. Crises expose flaws, so it’s critical to communicate the company’s commitment to addressing and overcoming these issues. 3. Reevaluate flawed practices or programs Identify and fix the systems, policies, or programs that contributed to the crisis. Ignoring negative feedback can lead to larger problems down the line. 4. Strengthen crisis management and communication Speed is crucial, especially with sensitive matters like money. Communicate changes early and clearly, giving customers time to adapt. Remember, people don’t like change. 5. Offer goodwill gestures Show appreciation to affected customers through compensation like fee waivers, discounts, or exclusive offers to rebuild relationships. 6. Humanise the recovery process Having a person to represent the organisation and apologise is better than hiding behind a faceless company statement. CEO-led communication—through media interviews, live Q&A sessions, or customer success stories—can demonstrate the company’s commitment to improvement and rebuild trust.

I woke up this morning worried about all those people who have received notification of redundancy this week, last week and before.......one message to those managers/leaders who have to deliver the bad news... Please lead with compassion, some rules that you may want to follow to ensure that the impact is lessoned and these people have an opportunity to pick themselves up quickly and move on: 1) Do not deliver the news over text or e-mail 2) Make the effort to travel and see everyone who is being made redundant and deliver a message face to face 3) Explain clearly why their roles are being made redundant and what their options are - if there are none, please do not let them believe there are any! 4) Outline clearly that this is not personal but based on a set of criteria and make it clear 5) Spend the money and give them outreach support - they have worked for you tirelessly and deserve the support from every angle. 6) Don't make them work their notice or if you do, let them start concentrating on what's next and do not expect much from them..... 7) and finally....action with compassion....just imagine if this was you and someone was delivering this message to you....how would you feel......treat others like you would like to be treated!

The hardest steps at work... Not to the printer room. Not up the stairs to the office. It's the steps to someone's desk when you need to have that difficult conversation. Want to make those steps easier? Here's what I've learned: 1. Timing is everything ❌ Don't give feedback: - Right before important meetings - When someone is hungry - When emotions are high - In public spaces ✅ Choose moments when: - There's time to talk - Basic needs are met - You're both calm - Privacy is assured 2. The delivery matters Start with: "I'd like to share something, is this a good time?" Then use the magic formula: "When [situation], I noticed [observation], and it made me feel [impact]. Because for me it is very important to [need], Do you think next time we could try this instead... [collaborative request]" 3. Remember ⤵️ - You can't control their reaction - You can only control your delivery (tone of voice and body language matter) - Your feedback might be the awareness they need - Change is their choice, not your responsibility 4. Set the right mindset: - Acknowledge your own imperfection - Be open to their perspective - Listen more than you speak - Focus on growth, not blame 🛑 Most people don't resist feedback. They resist feeling judged. Your role is not to fix them. It's to create a safe space where truth can be spoken and understanding can flourish. 🚧 Because at the end of the day: We're all works in progress, learning and growing together. P.S.: What's your best tip for handling difficult conversations? #Leadership #Communication #PersonalGrowth #WorkplaceCulture #FeedbackCulture