Writing Negative Messages © Prentice Hall, 2007 Excellence in Business Communication, 7e

The Three-Step Process Planning Writing Completing © Prentice Hall, 2007 Excellence in Business Communication, 7e

Goals of Negative Messages Convey the message Gain acceptance Maintain goodwill Promote a good corporate image Minimize future correspondence © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Planning the Message Analyze the situation Determine your purpose Profile the audience Gather information Choose a medium Organize the message © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Writing the Message Maintain a “you” attitude Build credibility Avoid accusations Convey respect Write clearly Be sensitive © Prentice Hall, 2007 Excellence in Business Communication, 7e

Completing the Message Revise the content Produce a professional message Proofread the message Deliver the message © Prentice Hall, 2007 Excellence in Business Communication, 7e

Developing Negative Messages Type of approach Cultural variations Type of audience Ethical standards As you apply the three-step process to develop negative messages, several key thoughts will help you craft effective messages quickly: First, before organizing the main points of a message, it is vital to choose a direct or an indirect approach. Second, before actually composing your message, be sensitive to variations across cultures or between internal and external audiences. And third, to fulfill the spirit of audience focus, be sure you maintain high ethical standards. © Prentice Hall, 2007 Excellence in Business Communication, 7e

Choosing the Best Approach Predicting the reader’s reaction Knowing the reader’s preferences Preserving working relationships Getting the reader’s attention Following organizational guidelines Controlling follow-up communication © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e The Direct Approach State the bad news Give reasons End with a positive close © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e The Indirect Approach Begin with a buffer Follow with reasons State the bad news End with a positive close © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e 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, 2007 Excellence in Business Communication, 7e

Provide Reasons and Information Guide your readers Provide support Suggest benefits Minimize policy © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e State the Bad News De-emphasize the bad news Use a conditional statement Focus on the positive © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Close With Confidence Keep it positive Limit future correspondence Remain confident Stay optimistic Be sincere © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Cultural Differences Proper tone Message organization Cultural conventions © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e The Type of Audience Internal Timeliness Completeness External Diversity Confidentiality © Prentice Hall, 2007 Excellence in Business Communication, 7e

Maintain High Standards Communication ethics Timely delivery Clear messages Complete information Business etiquette Self-control Careful planning Sensitive wording © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Negative Messages Routine requests Organizational news Employment information © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Routine Requests Select the approach Manage your time Be polite but firm Propose alternatives Avoid empty closings Saying no is a routine part of business and shouldn't reflect negatively on you. If you said yes to every request that crossed your desk, you'd never get any work done. Consider the following points as you develop your routine negative messages: Select the approach (direct or indirect) Manage your time carefully. If the matter is closed, don't imply that it's still open. Offer alternative ideas if you can. Don't imply that other assistance or information might be available if it isn't. © Prentice Hall, 2007 Excellence in Business Communication, 7e

The Status of Transactions Customer expectations Modify expectations Solve the problem Repair the relationship © Prentice Hall, 2007 Excellence in Business Communication, 7e

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, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Organizational News Bad news about products Bad news about company operations © Prentice Hall, 2007 Excellence in Business Communication, 7e

Negative Announcements Match the approach to the situation Consider unique needs of groups Give each group time to respond Plan a sequence of announcements © Prentice Hall, 2007 Excellence in Business Communication, 7e

Negative Announcements 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, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Crisis Communication Define operational procedures Clarify communication tasks Assign specific responsibilities Test crisis-communication plan The key to successful communication efforts during a crisis is having a crisis management plan. In addition to defining operational procedures to deal with the crisis itself, the plan also outlines communication tasks and responsibilities, which can include everything from media contacts to news release templates. The plan should clearly specify which people are authorized to speak for the company, contact information for all key executives, and a list of the media outlets and technologies that will be used to disseminate information. Many companies now go one step further by regularly testing crisis communications in realistic practice drills. © Prentice Hall, 2007 Excellence in Business Communication, 7e

Negative Employment Messages Refusing recommendation requests Rejecting job applications Giving negative performance reviews Terminating employment © Prentice Hall, 2007 Excellence in Business Communication, 7e

Employment Applications Use the direct approach State reasons clearly Suggest alternatives © Prentice Hall, 2007 Excellence in Business Communication, 7e

Recommendation Letters Requested by businesses Be direct State facts Requested by individuals Practice diplomacy Recognize feelings © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Performance Reviews Review requirements Provide feedback Develop action plans © Prentice Hall, 2007 Excellence in Business Communication, 7e

Employment Applications Choose the approach State the reasons Suggest alternatives © Prentice Hall, 2007 Excellence in Business Communication, 7e

Negative Performance Reviews Confront the problem Plan the message Maintain privacy Focus on the problem Obtain commitment © Prentice Hall, 2007 Excellence in Business Communication, 7e

Excellence in Business Communication, 7e Termination Letters Express the decision Give specific justification Minimize negative feelings © Prentice Hall, 2007 Excellence in Business Communication, 7e