© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Writing Negative Messages

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter The Three-Step Process Planning Writing Completing

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Negative Messages Convey the message Gain acceptance Maintain goodwill Promote a good corporate image Minimize future correspondence

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Planning the Message Analyze the situation Determine your purpose Profile the audience Gather information Choose a medium

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Writing the Message Maintain a “you” attitude Build credibility Protect company image Avoid accusations Write clearly Be sensitive

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Completing the Message Revise the content Produce a professional message Proofread the message Deliver the message

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Developing Negative Messages Choose the best approach Adapt to the audience Maintain high standards of ethics and etiquette

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Choosing the Best Approach Will the bad news come as a shock? Does the reader prefer short messages that get right to the point? How important is this news to the reader? Do you need to maintain a close working relationship with the audience? Do you need to get the reader's attention? What is your organization's preferred style? How much follow-up communication do you want?

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter The Direct Approach State the bad news Give reasons End with a positive close

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter The Indirect Approach Begin with a buffer Follow with reasons State the bad news End with a positive close

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Begin With a Buffer Things to do –Show appreciation –Pay attention –Compliment reader –Be understanding –Show sincerity Things to avoid –Saying “no” –A know-it-all tone –Wordy phrases –Apologies –Lengthy buffers

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Provide Reasons and Information Guide your readers Provide support Suggest benefits Minimize policy

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter State the Bad News De-emphasize the bad news Use a conditional statement Focus on the positive

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Close on a Positive Note Avoid negativity or uncertainty Limit future correspondence Be optimistic about the future Be sincere Remain confident

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Adapting to Your Audience Cultural differences Internal and external audience

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Cultural Differences Proper tone Message organization Cultural conventions

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter The Type of Audience Internal –Timeliness –Completeness External –Diversity –Confidentiality

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Maintain High Standards of Ethics and Etiquette Laws and regulations –Content –Delivery Human impact –Legality and conscientiousness –Care and sensitivity Emotions –Senders –Receivers

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Types of Negative Messages Routine matters Organizational news Employment information

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Routine Matters Select the approach Manage your time If the matter is closed, don’t imply that it’s still open Offer alternatives if you can Don’t imply that other assistance or information may be available if it isn’t

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter The Status of Transactions Customer expectations –Modify expectations –Solve the problem –Repair the relationship

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Claims and Adjustments Things to employ –Courtesy and tact –Indirect approach –Positive attitude –Understanding and respect Things to avoid –Accepting blame –Accusations –Defamation –Negative language

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Negative Organizational News Match the approach to the situation Consider unique needs of groups Give each group time to respond Plan a sequence of announcements

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Negative Organizational News Plan for and manage a response Stay positive, but be realistic Minimize the element of surprise Seek expert advice if you’re not sure

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Crisis Communication Crisis communication plan –Define operational procedures –Outline tasks and responsibilities Speaking for the company Contacting key executives Identifying media outlets

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Recommendation Letters Requested by businesses –Be direct –State facts Requested by individuals –Practice diplomacy –Recognize feelings

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Employment Applications Choose the approach carefully Clearly state why applicant was not selected Close by suggesting alternatives

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Performance Reviews Emphasize and clarify job requirements Give employees feedback Develop action plans

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Negative Performance Reviews Confront the problem Plan the message Deliver message in private Focus on the problem Ask for employee commitment

© Prentice Hall, 2008 Excellence in Business Communication, 8eChapter Termination Letters Present reasons for this action Avoid statements that could lead to a wrongful termination lawsuit Leave situation between terminated employee and firm as favorable as possible