Here Is How To Communicate Tough Decisions To Your Team

During a Leadership Training last year, I paused this question to leaders.”

How do you communicate tough decisions to your team? Lucy, a CEO, was kind to share her story to answer this question.

“Some years back, I went to work. It was a normal working day as usual, I settled on my desk, and 2 hours later, the CEO called a meeting. He made an announcement I will never forget.

“I have an announcement; it should take a little time. One of our funders has pulled out, which means your positions have had to be declared redundant. The HR will call you for your final payment. Please ensure you hand over your work to your colleagues. Thanks, and good luck”

This was devastating and painful for us. Now years later, as a CEO, I was in the same position last year where the board asked me to communicate the decision to let employees go, so I knew I had to do better. 

Unfortunately, this was a tough decision to make and communicate. I had stayed with this information for two days, knowing it could not wait any longer. I did not want to sound like the decision was coming from me, and I also wanted to be different from my former boss, who announced without empathy.

So, from my experience, here are the steps I took;

1. I decided to be honest and own the decision

I had to be straightforward with my communication. There was no need to leave the team with anxiety or let office rumors take the lead on what was happening. I communicated the decision and then paused to let that information sink in before extending empathy and understanding.

As mentioned, at that moment, I was tempted to separate myself from the decision made by the board, but I realized that I had to own it as I was part of it too.

2. I offered to understand and took responsibility with no expectation from them to agree with me

At this point, many emotions were running, so the next step was critical. I explained without expecting them to understand my decision.

I broke down the points on how we got to that point. I explained the challenges the company had been facing and the steps taken to shield the company from getting where we were, which happened regardless, thus the announcement of the redundant positions. I also was cautious not to blame other people.

An uproar of different emotions and many questions simultaneously met me. It was not a comfortable situation to be in.

3. I then showed empathy

I knew this news came down hard on the team; all of them had responsibilities, and this situation was shocking and devastating for them. So, I ensured I acknowledged and validated that, including what they were saying. I also appreciated their past work and the team’s effort. And although it was not enough, I also mentioned the payment to be done to help them transition.

4. I then ended with openness

I knew the team needed time to process the decision as the communication had stirred many emotions. So, I communicated to the team that my doors would be open to anyone who wanted further clarity on what I had shared and for any support I could offer, such as giving them positive recommendation letters.

The process was challenging, but I had to apply emotional intelligence, integrity, and compassion. ”

This was an enlightening moment from Lucy, which other leaders, including myself, agreed with.

Conclusion

Leaders are often called upon to make controversial decisions in challenging times. As much as being an effective leader requires making tough decisions and standing firm, it also requires emotional intelligence.

Part of our Leadership training program is to help leaders understand how to lead with emotional intelligence. Reply to this email if you would like to empower yourself or your managers, and we will meet you to understand your needs to help us customize the training