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9: Writing Negative Messages

CHAPTER 9: WRITING NEGATIVE MESSAGES

CHAPTER OUTLINE

Using the Three-Step Writing Process for Negative MessagesStep 1: Planning a Negative MessageStep 2: Writing a Negative MessageStep 3: Completing a Negative Message

eveloping Negative MessagesChoosing the !est "pproach

Using the irect "pproach #ffectivel$%pening &ith a Clear Statement of the !a' Ne&s

Provi'ing (easons an' "''itional )nformationClosing on a Positive Note

Using the )n'irect "pproach #ffectivel$%pening &ith a !*ffer Provi'ing (easons an' "''itional )nformationContin*ing &ith a Clear Statement of the !a' Ne&sClosing on a Positive Note

"'apting to +o*r "*'ienceC*lt*ral ,ariations)nternal ,ers*s # ternal "*'iences

Maintaining .igh Stan'ar's of #thics an' #ti/*ette

# ploring Common # amples of Negative MessagesSen'ing Negative Messages on (o*tine !*siness Matters

(ef*sing (o*tine (e/*ests.an'ling !a' Ne&s "0o*t Transactions(ef*sing Claims an' (e/*ests for "' *stment

Sen'ing Negative %rgani ational Ne&sComm*nicating Un'er Normal Circ*mstancesComm*nicating in a Crisis

Sen'ing Negative #mplo$ment Messages(ef*sing (e/*ests for #mplo$ee (eferences an' (ecommen'ation etters(e ecting 4o0 "pplicants5iving Negative Performance (evie&sTerminating #mplo$ment

Cop$right 6 2717 Pearson #'*cation8 )nc P*0lishing as Prentice .all

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LECTURE NOTES

Using the Three-Step Pro ess !or Neg"ti#e Mess"gesWhen $o* sen' negative messages8 $o* have five main goals:

To conve$ the 0a' ne&sTo gain acceptance for the 0a' ne&sTo maintain as m*ch goo'&ill as possi0le &ith $o*r a*'ienceTo maintain a goo' image for $o*r organi ationTo re'*ce or eliminate the nee' for f*t*re correspon'ence on the matter

;ollo& the three-step &riting process &hen &riting negative messages

Step 1: To plan $o*r message"nal$ e the sit*ation

Consi'er $o*r p*rpose thoro*ghl$

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"ss*res the rea'er of $o*r attention to the re/*est)n'icates $o*r *n'erstan'ing of the rea'er>s nee's

" poorl$ &ritten 0*ffer:

Triviali es the rea'er>s concernsiverts attention from the pro0lem &ith insincere flatter$ or irrelevant materialMislea's rea'ers into thin=ing $o*r message act*all$ contains some goo' ne&s

%nce $o*>ve &ritten $o*r 0*ffer8 eval*ate it 0$ as=ing fo*r /*estions:)s it respectf*lA)s it relevantA)s it ne*tral Bimpl$ing neither $es nor no A

oes it provi'e for a smooth transition to the reasons that follo&A

"n effective 0*ffer serves as a stepping-stone to the ne t part of $o*r message8 in &hich $o* 0*il'*p the e planations an' information that &ill c*lminate in $o*r negative ne&s

)'eall$8 $o*r e planation section lea's the a*'ience to $o*r negative concl*sion 0efore $o*come right o*t an' sa$ it

When giving $o*r reasons for the 0a' ne&s8Start &ith the more positive points first 0efore moving to the increasingl$ negative onesProvi'e eno*gh 'etail for $o*r a*'ience to *n'erstan' $o*r reasons!e concise

!$ presenting $o*r reasons effectivel$8 $o* sho*l' convince $o*r a*'ience that $o*r negative'ecision is *stifie'8 fair8 an' logical

)n some cases8 $o* can *se the e planation section to s*ggest ho& the 0a' ne&s might in fact 0enefit $o*r rea'er8 0*t 0e caref*l that $o* 'on>t ins*lt $o*r rea'er

"voi' hi'ing 0ehin' compan$ polic$ to c*shion $o*r 0a' ne&s

Three techni/*es for stating 0a' ne&s clearl$ an' =in'l$:e-emphasi e the 0a' ne&s

Use a con'itional B if or when statement to impl$ that rea'ers might some'a$ receive afavora0le ans&er

Tell $o*r a*'ience &hat $o* 'i'8 can8 or &ill 'o Bnot &hat $o* 'i'n>t8 can>t8 or &on>t 'o

e-emphasi e 0a' ne&s 0$Minimi ing the space or time 'evote' to itS*0or'inating it in a comple or compo*n' sentence#m0e''ing it in the mi''le of a paragraph or *sing parenthetical e pressions

#ven &hen impl$ing the 0a' ne&s8 0e s*re $o*r a*'ience *n'erstan's that it is in'ee' negative:Withhol'ing negative information or overemphasi ing the positive is *nethical an' *nfairWhen an implie' message might leave 'o*0t8 state the 0a' ne&s in 'irect terms Bavoi'ing

overl$ 0l*nt lang*age that ma$ ca*se pain or anger

To &rite an effective close8 follo& these g*i'elines:"voi' a negative or *ncertain concl*sion


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imit f*t*re correspon'ence!e optimistic a0o*t the f*t*re!e sincere

#ven tho*gh 0a' ne&s is *n&elcome in an$ lang*age8 the conventions for passing it on to 0*sinessassociates can var$ from co*ntr$ to co*ntr$? for e ample:

;rench &riters ta=e a 'irect approach4apanese &riters protect their rea'ers> feelings 0$ &or'ing the 0a' ne&s am0ig*o*sl$

Use the tone8 organi ation8 an' other c*lt*ral conventions that $o*r a*'ience e pects

5iving 0a' ne&s to internal a*'iences 'iffers from giving it to e ternal a*'iences:T&o internal gro*ps can interpret ne&s 'ifferentl$#mplo$ees e pect to 0e offere' more 'etail an' to 0e tol' 0efore the p*0lic

When &riting negative messages to o*tsi'e a*'iences8 $o* sho*l' consi'er The 'iverse nat*re of the a*'ience

The confi'entialit$ of the internal informationWhen sen'ing 0a' ne&s8 $o* have the ethical o0ligation to

Comm*nicate the information clearl$ an' completel$Comm*nicate the information promptl$Minimi e the negative impact of $o*r negative messages

"ll 0*siness messages m*st pass stan'ar's of ethics an' eti/*ette? ho&ever8 'elivering 0a' ne&sta=es on special consi'eration for the follo&ing reasons:

" variet$ of la&s an' reg*lations 'ictate the content an' 'eliver$ of man$ 0*siness messages&ith potentiall$ negative comment

Negative messages can have a significant negative impact on the lives of those receivingthem#motions often r*n high &hen negative messages are involve'

)t is *nethical an' perhaps illegal to 'ela$8 'o&npla$ or 'istort 0a' ne&s

#ffectivel$ sharing 0a' ne&s &ithin an organi ation re/*ires commitment from ever$one involve'#mplo$ees m*st commit to sen'ing negative messages &hen necessar$ an' to 'oing so in atimel$ fashion8 even &hen that is *npleasant or 'iffic*ltManagers m*st commit to maintaining open comm*nication channels8 tr*l$ listening &henemplo$ees have negative information to share8 an' not p*nishing emplo$ees &ho 'eliver 0a'ne&s

Whistle0lo&ers are emplo$ees &ho o0serve *nethical or illegal 0ehavior &ithin their companiesan' are *na0le to resolve the pro0lems thro*gh normal channels ma$ have no choice 0*t to resortto e pressing their concerns thro*gh compan$ ethics hot lines or even going to the ne&s me'ia ifthe$ perceive no other options

(ecogni e that some negative ne&s scenarios &ill test $o*r self-control an' tempt $o* to respon'&ith a personal attac=

(emem0er that negative messages can have a lasting impact on the people &ho receive theman' the people &ho sen' them(emem0er that $o* have a responsi0ilit$ to minimi e the negative impact of $o*r negativemessages thro*gh caref*l planning an' sensitive8 o0 ective &riting


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E&p%oring Co''on E&"'p%es o! Neg"ti#e Mess"gesMan$ of the negative ro*tine messages that $o*>ll 0e &riting fall into categories s*ch as

Sen'ing negative messages on ro*tine 0*siness mattersSen'ing negative organi ational ne&s

Sen'ing negative emplo$ment messagesWhen ref*sing ro*tine re/*ests8 $o*r goal is to

5ive a clear negative response"voi' generating negative feelings"voi' 'amaging $o*r or $o*r compan$>s rep*tation

The 'irect approach &or=s 0est for most ro*tine negative responses:.elping $o*r a*'ience receive $o*r ans&er /*ic=l$ an' move on to other possi0ilities.elping $o* save time

The in'irect approach &or=s 0est &hen

The sta=es are high for $o* or for the receiver +o* or $o*r compan$ has an esta0lishe' relationship &ith the person ma=ing the re/*est+o* are force' to 'ecline a re/*est that $o* might have sai' $es to in the past

"s $o* 'evelop $o*r ro*tine negative messages8 0e s*re toManage $o*r time caref*ll$"voi' impl$ing that a matter is still open once it is close'%ffer alternative i'eas if $o* can(efrain from offering a''itional assistance or information if it isn>t availa0le

When sen'ing 0a' ne&s a0o*t transactions8 tr$ toMo'if$ the c*stomer>s e pectations regar'ing the transaction

# plain ho& $o* plan to resolve the sit*ation(epair &hatever 'amage might have 0een 'one

!a' ne&s a0o*t transactions can 0e of t&o t$pes:)f there are no c*stomer e pectations Bsa$ that $o* have not promise' a 'eliver$ 'ate8 for

e ample 8 the message simpl$ nee's to inform the c*stomer8 &ith little or no apolog$)f there are c*stomer e pectations8 $o* nee' to a' *st those e pectations8 e plain ho& $o*>ll

resolve the pro0lem8 an' sometimes incl*'e an apolog$ Bthe scope of &hich 'epen's on themagnit*'e of mista=e

When ref*sing claims an' re/*ests for a' *stment8 the in'irect metho' is often the 0est choice

When ref*sing claims8 0e s*re to"voi' lang*age that might have a negative impact on the rea'er # plain &h$ $o* are ref*sing the re/*est &itho*t hi'ing 0ehin' compan$ polic$Control $o*r emotions an' approach the sit*ation as calml$ as possi0le

To avoi' 0eing acc*se' of 'efamation8 follo& these g*i'elines:"voi' a0*sive lang*ageProvi'e acc*rate information an' stic= to the facts

Never let anger or malice motivate $o*r messagesCons*lt the legal 'epartment on an$ message that co*l' have legal conse/*ences


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Comm*nicate honestl$8 sa$ing &hat $o* 0elieve to 0e tr*e#mphasi e a 'esire for a goo' relationship in the f*t*re

When ma=ing negative anno*ncements8 0e s*re to

Match $o*r approach to the sit*ationConsi'er the *ni/*e nee's of each gro*p5ive each a*'ience eno*gh time to react as nee'e'5ive $o*rself eno*gh time to plan an' manage a response

oo= for positive angles 0*t 'on>t e *'e false optimismMinimi e the element of s*rprise &henever possi0leSee= e pert a'vice if $o*>re not s*re

*ring a crisis8 c*stomers8 emplo$ees8 local comm*nities8 an' others &ill 'eman' information

The =e$ to s*ccessf*l comm*nication efforts '*ring a crisis is having a crisis management plan8&hich

efines operational proce'*res to 'eal &ith the crisis%*tlines comm*nication tas=s an' responsi0ilitiesClearl$ specifies &hich people are a*thori e' to spea= for the compan$

When sen'ing negative emplo$ment messages8 the in'irect approach is *s*all$ 0est

When choosing me'ia for these messages8 *se great care

When ref*sing re/*ests for emplo$ee references an' recommen'ation letters8 $o*r messageMa$ 0e 0rief an' 'irect if $o* are comm*nicating &ith prospective emplo$ersM*st 0e 'iplomatic an' tactf*l if $o* are comm*nicating &ith a o0 applicant

When 'elivering 0a' ne&s to o0 applicants8 $o*Choose $o*r approach caref*ll$Clearl$ state &h$ the applicant &as not selecte'Close 0$ s*ggesting alternatives

The main goals of a negative performance revie& are to)mprove emplo$ee performance 0$

#mphasi ing an' clarif$ing o0 re/*irements5iving emplo$ees fee'0ac= on their efforts to&ar' f*lfilling those re/*irements5*i'ing contin*e' efforts Bcaref*ll$ incl*'ing 0oth re&ar's an' opport*nities

Set organi ational stan'ar'sComm*nicate organi ational val*es

When giving a negative performance revie&8 remem0er these g*i'elines:Confront the pro0lem right a&a$Plan &hat to sa$

eliver the message in private;oc*s on the pro0lem"s= for a commitment from the emplo$ee

When &riting a termination letter8 $o* have three goals:


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To present the reasons for this 'iffic*lt actionTo avoi' statements that might involve the compan$ in legal actionTo leave the relationship 0et&een the emplo$ee an' the firm as favora0le as possi0le

)n termination letters8 present specific *stification for as=ing the emplo$ee to leave8 an' ma=e s*reall the reasons are acc*rate an' verifia0le

ETHICS $ETECTIVESo%#ing the C"se o! the $e epti#e So!t Se%% (p) *+,Since &e can>t 0e s*re if the C#% =ne& &hen the la$offs &ere going to come8 &e can>t 0e certain if the C#%>s actions &ere ethical or not? ho&ever8 *pon revie&ing the message8 it 'oes seem that theC#% &as a 0it mislea'ing The statement GWe remain confi'ent in the compan$>s f*n'amental

0*siness strateg$H implies that things &ill procee' as the$ have in the past )n lie* of the recentla$offs8 tho*gh8 the ne t statement Gthe e ec*tive team is e amining all facets of compan$operations to ens*re o*r contin*e' financial strengthH sho*l' have alerte' the rea'er that thingsmight 0e changing if the e ec*tive team 'eeme' it necessar$ Bof co*rse8 the GchangesH might

incl*'e la$offs St*'ents sho*l' 'isc*ss the a'vantages of *sing 'irect an' in'irect approaches&hen having to 'eliver s*ch a message

COMMUNICATION CHALLENGES AT .PMG (p) */0In1i#i12"% Ch"%%enge%ne e ample of an appropriate response is:

The commitments &e>ve ma'e to o*r o&n clients prevent *s from releasing an$ a*'itorsfor temporar$ assignments .o&ever8 ) &o*l' 0e happ$ to meet &ith $o* to 'isc*ss thetechni/*es )>ve 0een *sing to manage pro ect &or=loa's

BThis response hints that the other manager>s pro ect management s=ills co*l' 0e the

so*rce of these rec*rring pro0lems8 0*t it 'oesn>t simpl$ s*ggest 0lame )t concl*'es&ith a positive offer of assistance that might alleviate the pro0lems over the longterm

Te"' Ch"%%enge"n effective 0*ffer &o*l' 0e:

%ne of the most important factors ) consi'er &hen 'eci'ing &hether to en'orse an applicant is&hether he or she is p*rs*ing an opport*nit$ that offers a high pro0a0ilit$ of s*ccess

BThis is an effective 0*ffer 0eca*se it starts &ith a calm8 o0 ective statement regar'ing $o*r criteriafor 'eci'ing &hether to &rite the letter The phrase Gp*rs*ing an opport*nit$ that offers a high

pro0a0ilit$ of s*ccessH is less negative than Gappl$ing for the right o0H 0eca*se it s*ggests the o0

might not 0e the 0est fit for the emplo$ee8 rather than the other &a$ aro*n'

TEST 3OUR .NOWLE$GE (p) */41 The five main goals in 'elivering 0a' ne&s are to B1 conve$ the 0a' ne&s8 B2 gain acceptance

for it8 B3 maintain as m*ch goo'&ill as possi0le8 B maintain a goo' image for $o*rorgani ation8 an' B@ re'*ce or eliminate the nee' for f*t*re correspon'ence

2 +o* sho*l' a'apt $o*r me'i*m an' $o*r tone to the a*'ience>s nee's an' preferences in or'erto maintain a goo' relationship an' to avoi' alienating $o*r rea'ers


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3 %ne a'vantage of *sing the 'irect approach to 'eliver the negative ne&s at the 0eginning of amessage is that 'oing so ma=es the message shorter "nother a'vantage is that the a*'iencegets to the main i'ea in less time The 'irect approach ma=es sense &hen the a*'ience is =no&nto prefer rea'ing the 0a' ne&s first an' &hen rea'ers are *nli=el$ to react ver$ negativel$ to

the ne&sWhen organi ing a negative message *sing the in'irect approach8 open &ith a 0*ffer an' then

contin*e &ith a logical an' ne*tral e planation of the reasons 0ehin' the 0a' ne&s Ne t8 offera clear 0*t 'iplomatic statement of the 0a' ne&s ;inall$8 close &ith a positive for&ar'-loo=ingstatement that is helpf*l an' frien'l$

@ " 0*ffer is a ne*tral8 noncontroversial statement that is closel$ relate' to the point of themessage Some critics 0elieve that 0*ffers are *nethical an' see them as 0eing manip*lativean' 'ishonest? ho&ever8 0*ffers that are sincere are neither manip*lative nor 'ishonest an' are

perfectl$ ethical

D When *sing an in'irect approach to anno*nce a negative 'ecision8 presenting $o*r reasons 0efore e plaining the 'ecision is a &a$ to convince the a*'ience that $o*r 'ecision is *stifie'8fair8 an' logical

E Three techni/*es for 'e-emphasi ing 0a' ne&s are B1 minimi ing the space or time 'evote' tothe 0a' ne&s8 B2 s*0or'inating the 0a' ne&s8 an' B3 em0e''ing the 0a' ne&s in the mi''le of a paragraph or in parentheses

F esignating one contact person '*ring a crisis helps prevent the sprea' of incorrect8incomplete8 or inconsistent information )t ena0les an organi ation to caref*ll$ control ho&8&hen8 an' &here information a0o*t the crisis is share'

9 Three g*i'elines for &riting re ection letters to o0 applicants are B1 open &ith the 'irect

approach8 B2 clearl$ state &h$ the applicant &as not selecte'8 an' B3 close 0$ s*ggestingalternatives

17 When giving a negative revie& to an emplo$ee8 follo& these five steps: B1 confront the pro0lem right a&a$8 B2 plan $o*r message8 B3 conve$ the message in private8 B foc*s on the pro0lem &itho*t attac=ing the person8 an' B@ as= the emplo$ee to ma=e a commitment toimprove

APPL3 3OUR .NOWLE$GE (p) */41 The last thing $o*r a*'ience &ill remem0er is the close of $o*r message " positive close can

help create an *ps&ing from a potentiall$ 'amaging sit*ation No one li=es 0a' ne&s8 an' $o*r *p0eat close can overcome lingering feelings that co*l' interfere in f*t*re 0*sinessrelationships

2 !eca*se emplo$ees ma$ 0e a0le to help c*stomers *n'erstan' the ne& polic$8 it>s 0est toinform emplo$ees first "lso8 e plaining the reasons 0ehin' the compan$>s action &ill 'iff*sean$ mistr*st emplo$ees might feel if the$ 0elieve information is 0eing &ithhel' Moreover8companies can reach their c*stomers thro*gh reg*lar monthl$ statements or &ith a specialmailing &hile training emplo$ees to carr$ o*t the ne& proce'*res

3 Whistle 0lo&ing is a controversial activit$ 0eca*se the &histle0lo&er ma$ remainanon$mo*s an' th*s the organi ation is not a0le to face its acc*ser8 it>s 'one o*tsi'e of the


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organi ation8 an' a vast ma orit$ of &histle0lo&ers have reporte' 0eing p*nishe' in some&a$ after 0lo&ing the &histle

When a compan$ s*ffers a set0ac= an' nee's to 'eliver 0a' ne&s8 the 0a' ne&s sho*l' 0e

'elivere' all at once While some organi ations ma$ &ish to 'ela$ 'elivering the 0a' ne&s8 itma$ 0e illegal to 'o so an'8 at the ver$ least8 *nethical

@ The t&o are not the same When $o* 'e-emphasi e the 0a' ne&s8 $o*r intentions are =in'8 notmanip*lative +o* still present the facts an' 'eliver the 0a' ne&s !*t $o* tr$ to get rea'ers tofoc*s on the positive8 or $o* help them 0ecome more &illing to *n'erstan' the reasons for the

0a' ne&s%n the other han'8 'istorting graphs an' charts is an attempt to hi'e the 0a' ne&s

altogether or manip*late the a*'ience>s perception of realit$ (ather than tr$ing to 0e =in'8$o*>re 0eing evasive or 'eceptive

PRACTICE 3OUR .NOWLE$GE (p) */9Mess"ges !or An"%5sis (p) */9

Message 9.AThis message is going to top e ec*tives &ho nee' fast8 concise information8 so the 'irect approachsho*l' have 0een *se' The &riter also neglecte' to *se the follo&ing techni/*es:

1 %pen &ith a statement of m*t*al agreement2 5et right to the 0a' ne&s8 0*t let it lea' smoothl$ into a positive foc*s on cost saving3 "ppeal to rea'er>s compan$ lo$alt$8 leaving o0 preservation as an *nspo=en 0enefit

Use 0*llete' lists to ma=e s*re rea'ers *n'erstan' pertinent information@ Close &ith a positive loo= to the f*t*reD Neither specific information a0o*t 'ates nor a call-0ac= n*m0er is incl*'e'

Message 9.BThis letter is G&eH oriente' an' negative )t s*ffers from these a''itional pro0lems:

1 The letter fails to than= the rea'er for &riting2 The &riter so*n's irritate' that the rea'er as=e' for an a' *stment8 0*t then the &riter

procee's to invite the rea'er to come loo= at ne& mo'els for p*rchase3 The &riter implies that 'amage &as ca*se' 0$ the rea'er or 0$ someone in the rea'er>s

office)nformation a0o*t the &arrant$ is 'elivere' in a negative &a$

@ "ltho*gh the letter states8 G$o* are a val*e' c*stomer8H this statement seems insincereD )nstr*ctions for the rea'er are scattere' thro*gho*t the letterE The tone is pres*mpt*o*s

Message 9.CThis letter is tactless8 G&eH oriente'8 an' negative )t s*ffers from these a''itional pro0lems:

1 The letter sets a negative tone in the first sentence BGregretH2 The &riter fails to than= the st*'ent for appl$ing3 The G&eH orientation foc*ses on the pro0lems face' 0$ the compan$8 not those face' 0$

the st*'entThe notification of re ection is *n'iplomatic an' tactless

@ The close is 'ismissive an' mislea'ing BGWe>re s*reHD Closing &ith an apolog$ is *nnecessar$ an' negative


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E&er ises (p) */99 1 The 0est organi ational plan for these messages is as follo&s:

a irect "ltho*gh8 if $o* have an$thing to 'o &ith the reason the client is leaving8 then$o* ma$ &ant to *se a 0*ffer 0 )f it>s not a special or'er8 then 'irect is finec )n'irect 5ive reasons first' irect (o*tine mattere )n'irect State goo' ne&s first in 0*fferf )n'irect Nee's 0*ffer an' e planation firstg )n'irect Nee's 0*ffer an' e planation firsth )n'irect #ven tho*gh the c*stomer has mis*se' a pro'*ct8 the e planation sho*l' not

place 0lame 'irectl$ on the c*stomeri irect This message is ro*tine for repair 'epartments

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paragraph as a 0*ffer an' em0e''ing the rate anno*ncement in the secon' paragraph Bnot in parentheses8 0*t as part of a comple $et *n'erstan'a0le sentence This e ercise presents anopport*nit$ to 'isc*ss ho& comm*nicators m*st 0e a&are of the legal g*i'elines that appl$ tonegative anno*ncements a0o*t pricing reg*late' services s*ch as health care ins*rance

E6PAN$ 3OUR .NOWLE$GE (p) *07

1 The follo&ing information sho*l' 0e comm*nicate' to an emplo$ee '*ring a terminationmeeting:

The act*al termination meeting sho*l' last 17 to 1@ min*tes an' have the sole p*rpose of provi'ing a simple an' concise statement of the 'ecision to terminate the emplo$mentrelationship .ave phone n*m0ers rea'$ for me'ical or sec*rit$ emergencies Prepare &hat $o* &ill sa$ ahea' of time )tIs a goo' i'ea to &rite it o*t8 an' have a

chec=list in front of $o* so that $o* 'onIt get si'etrac=e' an' forget an$ important points

5ive an a'e/*ate reason for the 'ischarge Man$ &or=ers &ho s*e their e -emplo$ers'o so 0eca*se8 at heart8 &hat the$ reall$ &ant is a f*ll e planation of &h$ the$ &erelet go8 an' a chance to give their si'e of the stor$ +o* 'onIt have to spen' a lot of timegoing over ever$ last 'etail of the emplo$eeIs con'*ct that le' to the 'ischarge8 0*t $o*sho*l' provi'e a reasona0le e planation

See= o*t the emplo$eeIs e planation or interpretation of events +o* ma$ alrea'$ have'one this &hen $o* investigate' an$ miscon'*ct that le' to the firing #ven so8 $o*sho*l' allo& the emplo$ee to have his or her sa$8 an' even to vent a little emotion

onIt interr*pt or tal= over the person )f the emplo$ee feels that he or she &as force'o*t 0eca*se of 'iscrimination8 harassment8 or some other allege'l$ offensive or illegalcon'*ct on $o*r part8 $o*Ill &ant to =no& a0o*t it no& so that $o* can alert $o*rattorne$

Ma=e it clear that the 'ecision is final )f $o* ta=e the position that the 'ecision hasalrea'$ 0een ma'e8 all alternatives have 0een consi'ere'8 an' all the other managers or o&ners are in agreement Bif there are an$ others &ho are involve' in 'ecisions of thisnat*re 8 an' that $o* are merel$ giving this information to the &or=er8 $o*Ill fin' iteasier to =eep $o*r cool an' =eep control of the sit*ation

!riefl$ r*n thro*gh the 0enefits !riefl$ cover the vacation pa$8 separation pa$8contin*ation of health ins*rance or life ins*rance 0enefits8 etc 8 that $o* are offering )f $o* are attempting to get a release from the emplo$ee8 no&Is the time to present it )tIsa goo' i'ea to have the emplo$eeIs final pa$chec= rea'$ so that he or she hassomething positive to carr$ a&a$ from the meeting

# plain $o*r o0 reference polic$ )f it is $o*r polic$ to provi'e onl$ o0 title8 'ates ofemplo$ment8 an' salar$ histor$8 no& is the time to sa$ so )f $o* normall$ give moreinformation &hen it is re/*este' in &riting 0$ a /*alifie' person Bli=e a prospectiveemplo$er 8 tell the emplo$ee )n some states $o* ma$ 0e re/*ire' to provi'e a serviceletter on re/*est )n some cases8 $o* ma$ 0e &illing to provi'e a satisfactor$ o0reference or to tell prospective emplo$ers that the &or=er resigne' vol*ntaril$8 if theemplo$ee is &illing to sign a release form

Collect &hatIs $o*rs from the emplo$ee +o*Ill nee' to collect an$ =e$s8 0eepers8compan$ car8 compan$ cre'it car's8 or an$ other propert$ 0elonging to $o* from theemplo$ee +o* ma$ &ant to 'o this no&8 or $o* ma$ &ant to let the emplo$ee GsavefaceH 0$ allo&ing him or her to ret*rn these items to $o* at a specific later 'ate


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)f the emplo$ee &as &or=ing on an important pro ect or has an$ important files8recor's8 or propert$ 0elonging to a c*stomer in his or her possession8 $o*Ill &ant toma=e arrangements to get these 0ac= We s*ggest that $o* ma=e it clear that the

pa$ment of an$ severance pa$ or other 0enefits after 'ischarge 'epen's on the

emplo$eeIs cooperation &ith $o* in this area

2 )t is important to 'oc*ment emplo$ee 'isciplinar$ actions 0eca*se8 accor'ing to the &e0site8Gterminating a &or=er &itho*t some form of 'iscipline polic$ an' proce'*re co*l' lan' $o* inco*rt Witho*t a clear polic$ an' evi'ence that the polic$ &as *se' for the terminate'emplo$ee8 $o* co*l' en' *p in a J$o*r &or' against the emplo$eeIs> sit*ation H

3 When firing an emplo$ee for miscon'*ct or poor &or=8 ta=e the follo&ing steps: #sta0lish fair &or= r*les an' policies +o*r emplo$ees nee' to =no& &hat $o* e pect

of them in terms of &or=place r*les Man$ companies create a compan$ han'0oo= Borhire a freelance &riter to 'o it for them that contains their =e$ r*les8 an' the$ give acop$ to ever$ ne& hire )f $o*Ire hiring *st a fe& emplo$ees8 $o* 'onIt nee' to create

a &hole han'0oo=8 0*t $o* sho*l' give some tho*ght to the =in's of reasona0le r*les$o*r 0*siness re/*ires

#nforce $o*r r*les fairl$8 *sing progressive 'isciplinar$ meas*res &hen necessar$ +o*can have the most reasona0le set of r*les thatIs ever 0een &ritten8 0*t if $o* 'onItenforce $o*r r*les8 the$ are *seless ;or legal p*rposes8 $o* m*st appl$ $o*r r*lese/*all$ to all $o*r emplo$ees8 if $o* hope to rel$ on them

#sta0lish a performance fee'0ac= s$stem to let people =no& ho& the$Ire 'oingiscipline is not ver$ effective for an emplo$ee &ho 'oesnIt violate an$ r*les 0*t is

incompetent or is not performing &or= to an accepta0le level Thro*gh reg*lar performance revie&s $o* can 0ring the &or=er *p to par8 or at least 'oc*ment $o*rattempt to 'o so

)nvestigate the Glast stra&H inci'ent thoro*ghl$ !efore $o* fire someone formiscon'*ct8 $o* sho*l' ta=e the tro*0le to investigate as thoro*ghl$ as $o* can )nman$ cases the investigation can 0e accomplishe' in *st a fe& ho*rs8 so 'onIt ignorethis important step Sometimes8 after investigating8 $o* ma$ 'eci'e not to fire theemplo$ee after all

These concepts have 0een *se' &ith great s*ccess 0$ man$ large an' me'i*m-si e'companies S*ch companies ten' to have 0ig h*man reso*rce 'epartments that spen' agreat 'eal of time esta0lishing ela0orate s$stems that8 in t*rn8 ta=e a lot of time to *se!*t 'onIt 0e alarme' +o* can Gs=im the cream off the topH of these s$stems 0$

0orro&ing onl$ the essential elements an' a'apting them to fit $o*r 0*siness

CASE SOLUTIONS (pp) *08-*0/%n the follo&ing pages are s*ggeste' sol*tions for this chapter>s cases The$ are complete an'f*ll$ formatte' so that $o* can cop$ them onto acetate transparencies

8) WHEN A RECALL ISN T REALL3 A RECALL: VOICE RECOR$INGIN ORMATION CUSTOMERS THAT AN UNSA E PRO$UCT WON T ;EREPLACE$

Two key challenges in this situation are to avoid creating any impression that this is a product recalland to discourage any follow-on communication that isnt absolutely necessary. At the same time,of course, the speaker should avoid any blunt statements such as This is not a recall or o notreturn any product youve purchased.


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[75-word recorded message]Wor=ing in con *nction &ith the U S ;oo' an' r*g "'ministration8 &e areen'ing pro'*ction of Mo'el @778 Mo'el 17778 an' Mo'el 2777 enclose'

0e's We have iss*e' a revise' man*al an' &arning la0els for these mo'els8an' &e *rge $o* to move patients to other 0e's if possi0le )f $o*r facilit$*ses an$ of these 0e's an' $o* have not receive' the revise' man*al an'&arning la0els8 please press ero to spea= &ith an operator

*) MESSAGE TO THE ;OSS: RE USING A PRO

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e ten'e' &arranties "t the ver$ least8 &e sho*l' mo'if$ these &arranties toincrease the real val*e the$ offer o*r c*stomers

4en8 ) reali e the position )>m ta=ing on this iss*e is 0oth *ne pecte' an' practicall$ heretical in the in'*str$ to'a$ .o&ever8 ) 0elieve it is the right position to ta=e8 0oth strategicall$ an' ethicall$

Than= $o* for consi'ering m$ tho*ghts on this8 an' ) loo= for&ar' tospea=ing &ith $o* &hen &e 0oth ret*rn to the office ne t &ee=

Kell$

=) NOT THIS TIME: LETTER $EN3ING A$s5o*rmet an' intervie&e' manager (onson Ti00its a0o*t the transactions $o*have /*estione'

"ltho*gh the three 'e0its all 0ear the same transaction n*m0er B1 7722-22F39F3E179 8 this n*m0er changes 'ail$8 not ho*rl$ So it is possi0le that


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p*rchases ma'e at 'ifferent stores might carr$ the same n*m0er on the same'a$ "lso8 the three transactions &ere for 'ifferent amo*nts8 s*ggesting thatthe$ reflect separate p*rchases ma'e on the same 'a$ an' are not '*plications

Mr Ti00its has ass*re' *s that his e/*ipment 'oes not allo& illegal *se of $o*r car' or n*m0ers &hen $o* are not present8 nor 'oes he have an$ reason tos*spect his emplo$ees of illegal activit$ .e s*ggests that c*stomers oftenret*rn for s*0se/*ent p*rchases on the same 'a$ for a variet$ of reasons8 s*chas a forgotten item or a l*nch visit follo&e' 0$ reg*lar shopping at a later ho*r8an' so on .e reporte' no e/*ipment fail*res '*ring the perio' $o* have/*estione'

"fter o*r thoro*gh revie&8 &e>ve 'etermine' that no impropriet$ occ*rre' an'

have close' o*r files on this claim )f $o* have an$ /*estions a0o*t f*t*retransactions8 please contact *s in &riting or call o*r 2 -ho*r c*stomer servicen*m0er at 1-F77-@@@-3E3E +o*r 0ranch manager can also ans&er an$ general/*estions a0o*t $o*r "TM car' an' its man$ convenient applicationsSincerel$8

5ome"TM #rror (esol*tion )nvestigator

CC: !("NC. M"N"5#(8 C"( S!"

,) HURRICANE HEA$S-UP: ALERTING UIC. ANSWER: INSTANT MESSAGE TURNING $OWN EMPLO3EERE>UEST AT HEWLETT-PAC.AR$

%se the direct approach, but work an e#planation into your refusal +short notice . ont blameand dont apologi*e. 0#plain further, and then close with encouragement for a future opportunity.

e&in'a8 &ith s*ch short notice8 )>m force' to 'en$ $o*r re/*est We nee' 0*'get approval from higher *p for an$ conference longer than a 'a$ orfarther a&a$ than enver "lso8 $o* &o*l' nee' to &rite a 0*siness


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*stification for $o*r atten'ance Ne t time $o* fin' a conference $o* thin=&ill help $o* serve the compan$8 let me =no& sooner )f it>s right8 &e>ll &or=together to ma=e it happen

/) CO EE O ER OVER LOW: UN$OING A MAR.ETING MISTA.E ATSTAR;UC.S

n this e#ercise it will be important to convey the bad news "uickly, without a great deal ofe#planation. 'tudents may benefit from discussing 'tarbucks actual attempt to $ustify rescindingthe offer. The company e#plained in a press release that the coupons had been redistributedbeyond the original intent and modified beyond 'tarbucks control +'tarbucks 1anks 2ree !offee

eal, 3Accessed 4 Aug. 56678http9//articles.moneycentral.msn.com/:ews/'tarbucks1anks2ree!offee eal.asp# .

The direct approach would likely be most effective in this situation. The audience will bedisappointed or angry +one customer, for e#ample, sued the company for ;

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0*$ing at an$ given time %*r commitment to pro'*ct e cellence8 c*stomer=no&le'ge8 an' price competitiveness has helpe' ma=e ee ,alle$ Tools alea'ing retailer in Cana'a an' online

+o*r &oo' planes sho& promise8 an' 0efore &e consi'er p*tting $o*r pro'*cts in o*r stores8 &e &ant to 0e s*re $o*>ll achieve the s*ccess $o*e pect "fter revie&ing the ne& 'esign8 ) 0elieve the pro'*ct>s materials&o*l' not appeal to the ma orit$ of o*r c*stomers The *se of a higher-gra'ematerial co*l' improve $o*r pro'*ct>s reception among ee ,alle$ shoppers?ho&ever8 $o*r goal might 0e to not raise the price )f this is the case8 ma$ )s*ggest that $o* contact ;re'eric= Tool an' esignB&&& fre'eric=tool'esign com This compan$ speciali es in offering

pro'*cts that are more mo'eratel$ price' an' are not c*rrentl$ offering

carr$ing these t$pes of &oo' planesThan= $o* for $o*r interest in ee ,alle$ Tools )f $o* have an$ otherinnovative pro'*cts $o* &o*l' li=e to tell o*r compan$ a0o*t8 please 'o nothesitate to contact me

Sincerel$8ere= !arth

"ssistant to the ,ice Presi'ent8 Sales

4) ENOUGH IS ENOUGH: ALERTING A SERVICE PROVI$ER THAT ITSSERVICES WILL NO LONGER ;E NEE$E$

'ince this letter contains bad news, its best to be brief, using the indirect plan. 'tart with areminder of the situation +youve worked with the company for five years the refusal, followed byreasons and e#planations. The letter should close courteously.

8o#"c18#a

Mr 4ason "llre'Mi'&est Spar=leen

777 S .o&ell "veMil&a*=ee8 W) @327E

ear Mr "llre':


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;or the past five $ears o*r compan$ has *se' Mi'&est Spar=leen for o*rinterior an' e terior cleaning

"s the ne& o&ner of Mi'&est Spar=leen8 $o* =no& that ) have ha' someconcerns a0o*t service an' sec*rit$ over the past fe& months "ccor'ing tom$ recor's8 )>ve contacte' $o*r compan$ 0$ telephone a0o*t the follo&ingiss*es:

Si separate phone calls to remin' &or=ers to ta=e care of spills an'other messes

Three separate phone calls to remin' &or=ers not to leave to icchemicals in p*0lic high&a$s

T&o separate phone calls to $o* to 'isc*ss the contin*al 'ecline ofservice

The 11 instances cite' a0ove have given me ca*se for concern? ho&ever8 lastTh*rs'a$ the cleaning cre& forgot to loc= the lo00$ 'oor an' left o*r entirefacilit$ v*lnera0le to theft from mi'night *ntil F " M ;ri'a$ morning

"s a fello& 0*siness o&ner8 $o* reali e the importance of ma=ing s*re that$o* can co*nt on the service provi'ers &ith &hom $o*>ve contracte' "s $o*=no&8 o*r compan$>s ann*al cleaning contract is set to 0e rene&e' ne tmonth *e to o*r recent e periences an' the ina0ilit$ to resolve these iss*es8Polic$Plan &ill not 0e rene&ing o*r contract &ith Mi'&est Spar=leen

) appreciate $o*r &illingness to &or= &ith me to tr$ an' correct the past pro0lems Please let me =no& if $o* have an$ /*estions

Sincerel$89) THAT S WH3 WE O ER REE TRIALS: REUEST0ven though the companys refund re"uest is clearly stated on the website and the customer had toindicate he read the agreement before the free trial could be downloaded, the challenge whenwriting this letter will be to keep ones composure. 'ince this is bad news, use the indirectapproach, give reasons to support your decision, and close positively.

Date: cto er 2E, 2009To: C#" t 8 au $c/ au'1a oo.com()rom: A#"c"a dwards $A#"c"a edwards' oo&es.com(+u %ect: es/o se to e u d e uest

ear Mr Pfa*:


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We>re please' that $o* tho*ght eno*gh a0o*t "l0*m # press to p*rchase it"s $o* =no&8 "l0*m # press is a ver$ pop*lar soft&are pac=age that helpso*r c*stomers organi e photos in attractive online al0*ms an' sli'e sho&san' &e>re ver$ pro*' of it

"fter revie&ing $o*r message8 ) see that after p*rchasing "l0*m # press for2 9@ $o* 'iscovere' that $o*r comp*ter has onl$ 1D M! of memor$ an'

that $o* nee' at least 32 M! of memor$ to r*n "l0*m # press

We *n'erstan' that there are n*mero*s &a$s to config*re comp*ters8 &hich is&h$ &e provi'e o*r c*stomers the opport*nit$ to *se all of o*r pro'*cts freeof charge for 37 'a$s )n a''ition to the free trails8 o*r &e0site also clearl$lists the minim*m comp*ter re/*irements for each of o*r pro'*cts !eca*se

of the free trails offere' to ever$ c*stomer8 o*r compan$ has instit*te' a non-ref*n' polic$ e cept in the case of acci'ental '*plicate or'ers Since $o*or'ere' a soft&are license8 $o* signifie' $o*r acceptance of o*r ref*n'

polic$ Th*s8 &e are *na0le to grant $o*r re/*est for a ref*n'

We than= $o* for p*rchasing "l0*m # press an' enco*rage $o* research the possi0ilit$ of a''ing an e tra 1D M! of memor$ to $o*r comp*ter "''ing thise tra memor$ &ill not onl$ allo& $o* to r*n "l0*m # press8 0*t &ill alsoimprove the performance of $o*r comp*ter

Sincerel$8

87)MO;ILE PHONE VIOLATIONS: E-MAIL MESSAGE TO ASSOCIATES ATWIL.ES ARTIS LAW IRM

1ou must deliver a hard-hitting message that re"uires a serious tone. 1ou can still soften the badnews by building up to it with strong, convincing reasons that reach both emotional and intellectuallevels. 1our busy audience will appreciate a bulleted list. )emind readers of the policy, and bury thebad news at the end, in a sentence that also points out a reason for the new penalty. !onclude with astrong reminder that the company cares and that following policy is in the readers best interest.

Date: ;2 Ja uar1 2009

)rom: *r"st1 Barraga , Fuma esources$ arraga 'w"#&esart"s.com(To: [ma"#" g #"stGa## sta ]CC:Attac ed:+u %ect: 6" e-sa " g ce## / o e /ract"ces


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With cell*lar phone *sage increasing e ponentiall$8 avi' ;*ss has as=e' meto remin' $o* of the Wil=es "rtis polic$ that emplo$ees are not to *se theircell phones to con'*ct 0*siness &hile 'riving )n its efforts to =eep $o*health$ an' safe8 the compan$ &o*l' li=e $o* to consi'er the follo&ing:

%*r Gno cell-phone &hile 'rivingH polic$ &as 'evelope' after the tragic'eath of a ,irginia teenager Bfor &hich a Washington attorne$ &asevent*all$ incarcerate' an' then s*e' along &ith her la& firm

The National .igh&a$ Transportation Safet$ "'ministration estimatesthat 27 to 37 percent of all 'riving acci'ents are cell-phone relate'

The mental involvement re/*ire' for tal=ing on a cell phone constit*tesan *naccepta0le level of 'river 'istraction? the life $o* save ma$ 0e$o*r o&n

To *n'erline the 'anger8 man$ states are consi'ering 0anning cell-phone*se 0$ 'rivers8 an' more than t&o 'o en co*ntries have alrea'$instit*te' s*ch la&s8 incl*'ing 4apan8 )srael8 Port*gal8 an' Singapore

We>' li=e to remin' $o* to p*ll over8 *se a han's-free 'evice8 or &ait *ntil$o*>ve arrive' at $o*r 'estination to ma=e those calls To enco*rage $o*rcompliance8 first-time violations of compan$ polic$ &ill res*lt in imme'iates*spension &itho*t pa$ The onl$ e ceptions are instances of a gen*ine healthor traffic emergenc$

We ta=e this threat to $o*r life an' health ver$ serio*sl$8 an' &e e pect that$o* &ill8 too

88) WE RE GOING TO CATCH SOME LA. OR THIS: ALERTINGEMPLO3EES TO THE REMOVAL O A POPULAR PRO$UCT

Although this message will be distributed internally, it will still be important to avoid including anycomments you would not want the public to see. The primary goals are to prepare employees forthe negative reaction that will follow removing the >ooney >aunch from production, and to helpthem understand the reasons behind your decision.

6 3 H 6A 3CF T B D4+C 3T43 D

+e/tem er

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;or this reason the oone$ a*nch &ill no longer 0e pro'*ce'8 an' openor'ers for the pro'*ct &ill 0e cancele' The pop*larit$ of the oone$ a*nch'oes not o*t&eigh the potential ris=s Bto o*r c*stomers an' to o*r compan$associate' &ith its contin*e' 'istri0*tionWe &ill shortl$ notif$ retailers of this 'ecision8 an' $o* are li=el$ to receive/*estions a0o*t &h$ &e have cease' to offer s*ch a pop*lar pro'*ct Pleaseemphasi e o*r commitment to safet$ an' o*r contin*e' efforts to offere citing an' innovative pro'*cts for e treme sports enth*siasts

8*)LOONE3 LAUNCH COMING ;AC. TO EARTH: IN ORMING RETAILERSA;OUT THE $EMISE O A POPULAR PRO$UCT

This message will contain many of the same elements re"uired in !ase

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Sincerel$8oren Cahill

C#%8 tremit$ Sports

8=) COMMUNICATING IN A CRISIS: IN ORMING THE LOCAL COMMUNIT3A;OUT A SERIOUS ACCI$ENT

The fire at the 0B ndustrial 'ystems site in Ape#, :orth !arolina was a large-scale incident thatstrained the companys relationship with the surrounding community. A wealth of informationabout the fire circulated "uickly, and +not surprisingly some of it turned out to be inaccurate. Thisposting should have a $ust-the-facts feel, and should illustrate the companys commitment tokeep the public well-informed, respond promptly to the disaster and restore the communitystrust.

)"re Brea&s ut at 4+K A/e )ac"#"t1

%cto0er D8 2779

"s the ne&s me'ia has reporte'8 a fire occ*rre' last night BTh*rs'a$ aro*n'17:77 p m at the #O )n'*strial S$stems facilit$ in "pe 8 North Carolina Noone &as in the facilit$ at the time of the fire8 an' at this point the ca*se of the

0la e is *n=no&n " variet$ of materials are store' at the "pe facilit$8 an'&e are c*rrentl$ &or=ing to 'etermine &hich one &as the so*rce of the fire

T&o inacc*rate r*mors a0o*t the fire are circ*lating ;irst8 it has 0eenreporte' that o*r "pe location ho*se' chlorine gas B&hich is e tremel$ha ar'o*s )n fact8 no chlorine gas was stored there )t is also r*more' thatthe fire has sprea' to near0$ 0*sinesses "s soon as #O )n'*strial S$stemslearne' of the fire8 the compan$ hire' speciall$ traine' in'*strial firefighters&ho have alrea'$ s*ccee'e' in 0ringing the fire *n'er control

Whenever an in'*strial fire occ*rs8 there are concerns a0o*t its potentialeffects on air /*alit$ (esi'ents in the areas s*rro*n'ing o*r "pe facilit$&ere evac*ate' as a preca*tion8 0*t sho*l' 0e a0le to ret*rn to their homestomorro& pen'ing permission from local a*thorities "s of ;ri'a$ afternoon8tests con'*cte' 0$ the North Carolina State ept of #nvironment an'

Nat*ral (eso*rces Gha' not 'etecte' an$thing o*t of the or'inar$ in the air H

#O )n'*strial S$stems &o*l' li=e to than= local la& enforcement an' fire'epartments for their assistance in alerting the p*0lic to o*r toll-free hotlineB1-F77-@@@-1212 8 &hich provi'es *p'ates an' other information on thisinci'ent


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8,)THE ECONOM3 CLAIMS ANOTHER ONE: ;LOG POST ANNOUNCINGTHE CLOSING O A SHAW IN$USTRIES 3ARN PLANT

!hoose a title that remains neutral about the bad news but hints at positive information includedin the message. Taking the direct approach, state the bad news simply and clearly in the firstparagraph. 0#plain the reasons for the closing of the plant without dwelling on the problem. Tie thisinto the positive news in the second paragraph, using an upbeat "uote from the companypresident. !onclude with details about the new products and a link to more information.

+FA! 43D +T 4 + 8DATWith more than @ 0illion in ann*al sales8 Sha& )n'*stries is the &orl'>sn*m0er one carpet man*fact*rer "s the &orl'>s n*m0er one carpetman*fact*rer8 o*r sales are 'irectl$ relate' to the ho*sing mar=et an' thecontin*ing str*ggles in the ne&-ho*sing mar=et an' the ina0ilit$ of man$c*rrent homeo&ners to affor' remo'eling pro ects have lo&ere' 'eman'for carpet Sha& has man$ plants aro*n' the nation8 incl*'ing the plant inMille'geville8 5eorgia that ma=es $arn *se' in the man*fact*re ofcarpeting *e to the 'ecrease' 'eman's in the ho*sing mar=et8 theMille'geville plant can no longer operate at a profit "fter m*ch'isc*ssion an' an e tensive search for other sol*tions8 &e are force' toclose the Mille'geville plant an' la$ off all 1@7 plant emplo$ees The plant&ill close in three to fo*r &ee=s

Sha& is committe' to helping relocate o*r emplo$ees are the Mille'geville plant an' as openings 0ecome availa0le in other Sha& facilities8 &e hopeto 0e a0le to place some of the &or=ers in those o0s We are also ver$happ$ to anno*nce that o*r Mille'geville plant emplo$ees &ill 0e a0le tota=e a'vantage of the assistance provi'e' 0$ the State of 5eorgia8 &hichincl*'es career co*nseling8 *nemplo$ment 0enefits8 an' o0 retraining5eorgia a0or Commissioner Michael Th*rmon' promise' to help theaffecte' emplo$ees .e note' that GThe la$off at Sha& )n'*stries inMille'geville &ill create a 'iffic*lt sit*ation for the &or=ers an' theirfamilies8 an' ) &ant them to =no& the$>re not alone in 'ealing &ith this

pro0lem %*r staff &ill &or= closel$ &ith the lai'-off &or=ers8 compan$officials8 an' local electe' officials in 'etermining ho& to 0est assist theaffecte' emplo$ees H

8+)PULLING THE PLUG WON T PULL THE PLUG: ALERTING ATV OWNERSTO A SERIOUS SA ET3 PRO;LEM

)egistered owners have not been alerted to the bad news but will most likely appreciate that thecompany is voluntarily recalling these models, so use the direct approach. 'often your news bycreating a reassuring letter that is full of direct, useful information for both retailers and theircustomers. &pen with a you-oriented promise to provide helpful information. As you e#plain thedetails, remember what your audience and their customers need to know, using each paragraph to


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both tell and demonstrate Combardiers concerned, responsible, and pro-active approach. !losewith resale information.

Date: 20 3o em er 2009

)rom: Leorge +a c e , Bom ard"er $g sa c e 'ca -am. r/.com(To: [ma"#" g #"stGa## reg"stered ow ers]CC:Attac ed:+u %ect: o#u tar1 eca## o D+ 90 I AT s

"s a registere' o&ner of a !om0ar'ier 277F or 2779 S 97 "T,smaintaining $o*r safet$ is of the *tmost importance to *s We>ve 'iscovere' a

potentiall$ ha ar'o*s sit*ation &ith the Grace rea'$H feat*re on o*r S 97 san' in cooperation &ith transportation safet$ a*thorities in the U S an'

Cana'a &e are iss*ing a vol*ntar$ recall of these mo'els This letter ans&ers/*estions that $o* ma$ have a0o*t the recent recall of the S 97

To s*mmari e8 this mo'el is e/*ippe' &ith a safet$ 'evice calle' a tetherengine sh*toff s&itch8 in &hich a cor' is connecte' to a special s&itch thatt*rns off the engine in the event of an emergenc$ %n the affecte' *nits8

p*lling the cor' might not sh*t off the motor8 &hich is partic*larl$ 'angero*sif the ri'er falls off

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Petrova #ric=ssonC*stomer S*pport an' Service S*pervisor

8/)SORR3? ;UT WE $ON T HAVE A CHOICE: E-MAIL A;OUT MONITORINGEMPLO3EE ;LOGS"n in'irect approach &o*l' 0e helpf*l in this sit*ation 0eca*se the message is pro0a0l$*ne pecte'8 an' some emplo$ees ma$ have a high emotional sta=e in it as &ell +o* can certainl$s$mpathi e &ith their concerns over free'om of e pression8 0*t ma=e it clear that protecting thecompan$t $iel' satisfactor$ans&ers8 please ta=e a'vantage of o*r Gopen-'oorH tra'ition to spea= &ithan$ mem0er of senior management

)f $o* have an$ /*estions a0o*t the 0log monitoring effort8 please feel free toe-mail me or call me at e tension 2@

!est regar's8


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4*lia Wannama=er

80) REMOVING THE O;STACLES ON THE ON-RAMP: ;LOG POSTING TOERNST @ 3OUNG EMPLO3EES

The challenge in this message is addressing the negative perceptions about the off-rampprogram in a productive way. The program is going to happen, so its not a matter for discussionDhowever, if current employees dont believe the program is necessary or fair, its going togenerate friction that will damage morale and productivity. 0ither a direct or an indirect approach


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could be used, depending on the tone the writer wishes to establish with the audience. n eithercase, acknowledge the an#iety e#pressed by some employees, e#plain why managementbelieves the program is the right choice for the company, and invite continued discussion on thematterEnot so people can argue for or against the program, but to make sure than any lingeringconcerns are addressed as much as possible.

Septem0er 198 2779

* 843L NH C M8 T4T4 : TF 4M8 TA3C ) TF3 ! O ))- AM8P 8 L AM

"s some of $o* have hear' 0$ no&8 &e &ill soon 0e implementing a programto rehire an' reintegrate emplo$ees &ho have left the compan$ for personalreasons over the $ears 0*t no& &ish to ret*rn ) *n'erstan' the an iet$ that$o* ma$ 0e feeling8 partic*larl$ regar'ing salaries8 promotions8 an' otherimportant /*estions The management team is planning a formalanno*ncement of the program for ne t month8 0*t for no& )>' li=e to a''ress$o*r concerns an' enco*rage a pro'*ctive conversation a0o*t this importantchange

;irst8 the management team is *nanimo*s in recogni ing the nee' to instit*tethis program The competitive strength of an$ service firm lies in the /*alit$of its professional talent )f &e 'on>t open o*r 'oors to o*r former associates&hen the$ &ant to ret*rn to the &or=force8 the$ &ill simpl$ go to &or= foro*r competitors While some emplo$ees ma$ &elcome this in the short term

0eca*se it removes some internal competition for salaries an' promotions8 inthe long term it &ill h*rt the firm an' therefore h*rt ever$one in the firm

Secon'8 # + has al&a$s fostere' a fair an' s*pportive &or=place for allemplo$ees8 an' ever$ emplo$ee is given e/*al opport*nit$ to s*ccee' Thisne& program 'oes nothing to change that philosoph$ No one &ill receive

preferential treatment8 an' ever$one &ill contin*e to 0e compensate' 0ase'on his or her contri0*tion to the firm>s s*ccess

Thir'8 ) have hear' some resentment e presse' to&ar' emplo$ees &ho leftfor personal reasons an' no& &ant to ret*rn ) &o*l' li=e to remin' ever$onethat one of the factors that ma=es # + s*ch a great place to &or= is the val*ethe compan$ places on the &hole person8 not *st the 9-to-@ emplo$ee.elping people 0alance their personal an' professional lives gives *s acompetitive a'vantage8 an' it is a management philosoph$ to 0e vie&e' &ithappreciation8 not s*spicion


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.o&ever8 as strong as these reasons are in favor of the program8 ) 'on>t &ishto 'o&npla$ the partic*lar concerns an$ of $o* might have a0o*t $o*r o&ncareers as &e 0egin this ne& phase in the histor$ of the firm ) invite $o* to'isc*ss these concerns &ith $o*r imme'iate s*pervisor )f $o* have commentsor /*estions of a more general nat*re8 please post them here on the 0log

oing so &ill help all of *s &or= thro*gh these iss*es an' ens*re that the ne& program &ill 0e a s*ccess for ever$one here at # +

84)LISTEN TO THE MUSIC? PARTNER: $ELIVERING AN ULTIMATUM TO A;USINESS ASSOCIATE

This message will be unwelcome at the very least and probably une#pected, so an indirectapproach is called for. The ultimatum needs to be clear and une"uivocal, but it can be e#pressedin calm, professional language. ont apologi*e for spying on the retailer even though thereader is likely to be angry because of itD you did nothing illegal or unethical and were onlyprotecting your large investment in the product.

Novem0er 98 2717

4ac=son ;letcher M*sic991 71 Preston Pi=e

over8 ela&are 19971

ear Mr ;letcher:

%n 0ehalf of ever$one at Stanton8 ) &o*l' li=e to conve$ o*r than=s for $o*rcontin*e' efforts to sell o*r pro'*cts Stanton contin*es to gro& &ith e citingne& pro'*cts8 an' &e o&e m*ch of o*r s*ccess to o*r professional partnersin the retail channel

%*r ne& ;inalScratch 4 s$stem has 0een a h*ge hit &ith amate*r an' professional 4s ali=e8 than=s to the *ni/*e 0enefits offere' 0$ its 0rea=thro*gh technolog$ While this technolog$ has h*ge a'vantages8 it 'oesre/*ire some e pertise on the part of retailers in or'er to present it acc*ratel$

an' effectivel$ to potential 0*$ers We recogni e' this nee' 0efore &eintro'*ce' the pro'*ct an' respon'e' 0$ creating a special training seminarthat &e offere' for free to all o*r retailing partners )>m please' to report thatthose retailers &ho atten'e' the training are selling ;inalScratch efficientl$an' profita0l$

"t the time8 M*sic99 opte' not to ta=e a'vantage of the free training While&e certainl$ respect $o*r right to ma=e &hatever 'ecisions $o* 'eem


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appropriate for $o*r 0*siness8 the evi'ence is clear that the lac= of training ish*rting ;inalScratch sales in $o*r stores To *n'erstan' &h$ the pro'*ct &asselling so poorl$ at M*sic998 &e recentl$ con'*cte' some o0servationalresearch to see firsthan' ho& $o*r sales cons*ltants &ere presenting the

pro'*ct The res*lts of this investigation &ere e tremel$ 'isco*raging Notonl$ 'i' most M*sic99 cons*ltants present ;inalScratch ineffectivel$8 0*tman$ act*all$ misrepresente' the pro'*ct an' its capa0ilities %n n*mero*soccasions8 &e o0serve' 0*$ers settling for a lesser pro'*ct from o*rcompetitors simpl$ 0eca*se the$ &ere misinforme' a0o*t ;inalScratch

)>m s*re $o* can appreciate o*r concern an' the *rgent nee' to rectif$ thissit*ation We val*e o*r relationship &ith M*sic998 0*t an$ relationshipre/*ires commitment from 0oth parties To protect o*r 0ran'8 Stanton

management has 'eci'e' that all retailers &ho &ish to carr$ o*r pro'*ctsm*st commit to the training necessar$ to present those pro'*cts acc*ratel$an' effectivel$ %*r factor$ specialists are availa0le to train $o*r emplo$eesat the earliest possi0le 'ate )n or'er to sche'*le this training or to ena0le *sto start recr*iting other retailers in $o*r mar=et areas8 please respon' &ith$o*r 'ecision 0$ Novem0er 27

We loo= for&ar' to hearing from $o* an' hope that &e &ill contin*e to co*ntM*sic99 among o*r s*ccessf*l retail partners for man$ $ears to come

Sincerel$8

89)RE INANCING RULES: LETTER E6PLAINING CHANGES ATPEOPLE IRST)COM%sing the indirect approach, open with a buffer thanking the couple for their in"uiry and customerloyalty. 0#plain the reasons for the new policy first, and then phrase the bad news clearly butwithout directing the refusal to the 2ran*ones personally. 0mphasi*e the positive by e#plaining how!apital &nes policies can also benefit them +e.g., no prepayment fees . !lose courteously,including low-key resale information.

CA84TA6 3 A T )43A3C8. . Bo 2=0 E

8#a o, TI 7502=-0 E;- 00-= 9-;7 9

"pril 8 2779

;aviola an' Mar$ ;ran oneE277 Poplar "ven*e


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Memphis8 TN 3F19E

ear Mr an' Ms ;ran one:

(#: "*to oan L 129@9 9

Than= $o* for $o*r in/*ir$ regar'ing Capital %ne "*to refinancing Weappreciate $o*r c*stomer lo$alt$

When People;irst com 0ecame Capital %ne "*to ;inance8 o*r c*stomersgaine' all the 0enefits of lo&-cost a*to financing provi'e' 0$ o*r long histor$in the financial in'*str$ "t that time8 all People;irst loans &ere converte' toCapital %ne loans ;or this reason8 &e 'o not refinance loans for c*stomers

see=ing a lo&er rate .o&ever8 &e never charge a prepa$ment penalt$ for o*r c*stomers &ho 'o fin' refinancing from another provi'er +o* ma$ pa$ off$o*r Capital %ne "*to loan at an$ time &itho*t a''itional fees or charges

We &ish $o* the 0est in $o*r search for refinancing8 an' &hen $o* thin= of p*rchasing another vehicle8 please remem0er that o*r loans are among themost competitivel$ price' in the in'*str$

Sincerel$8

i ;ongC*stomer Service (epresentative

*7)SA3 GOO$;3E TO THE CONCIERGE: PO$CAST ANNOUNCING THEEN$ O A POPULAR EMPLO3EE ;ENE IT)

Cecause the concierge service is so popular, this announcement is sure to disappoint theemployees whove taken advantage of it. The indirect approach will probably be best, and it willbe important to assure the audience that the company will do all it can to restore the benefit inthe future.

Since it &as implemente' last $ear8 the emplo$ee concierge service hast*rne' o*t to 0e one of o*r most pop*lar emplo$ee 0enefits The service is atime-saving convenience8 allo&ing all of *s to 'irect more of o*r energ$ an'time to important matters at &or= an' at home

Unfort*natel$8 lo&er-than-e pecte' profits this $ear have force' *s to loo= for &a$s to trim the 0*'get The recent &i'esprea' recall on more than a millionof o*r 'ish&ashers has ma'e it even more *rgent that &e c*t 0ac= on o*r


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e pen'it*res Nonessential e penses are al&a$s the first to go in sit*ationsli=e this8 an' the concierge service falls into that categor$

"fter ;ri'a$ of this &ee=8 concierge services &ill 0e s*spen'e' *ntil f*rthernotice We hope this &ill 0e onl$ a temporar$ interr*ption of the services8 an'&hen the compan$>s financial sit*ation improves &e &ill certainl$ revisit this'ecision We val*e $o*r talents an' appreciate $o*r efforts to maintain o*rcompan$>s stat*s as a lea'ing pro'*cer of cons*mer appliances

*8)A RASH O RASHES: ALERTING CLOTHING CUSTOMERS TOPOTENTIAL S.IN IRRITATION

This anno*ncement is going to those &ho visit the &e0site an' arespecificall$ see=ing this information8 so *se the 'irect approach #ven so8

GsoftenH the 0a' ne&s 0$ t*rning it into a positive opport*nit$ for Carter>sKeep $o*r *p0eat attit*'e thro*gh to the en'8 an' ma=e the e pecte' action asclear as the Gfeel goo'H 0enefit

Tagless a0elss is a lea'ing man*fact*rer an' retailer of chil'ren>s clothing To =eepo*r stat*s as a lea'ing man*fact*rer of chil'ren>s clothing &e intro'*ce'tagless la0els after listening to the re/*ests of n*mero*s c*stomers &ho &erefr*strate' 0$ the &a$s in &hich the tags po=e' an' scratche' their chil'ren!eca*se &e>re so pro*' of o*r rep*tation8 &hen o*r compan$ hear' somereports of 0a0ies &hose s=in appeare' to 0e irritate' 0$ the tagless la0els &e

0egan investigating the report imme'iatel$ This post shares o*r fin'ingsa0o*t the potential for s=in irritation

4rr"tat"o s 6"m"ted o #1 to )a## 2007 8roductso )f $o* aren>t s*re &hen $o* p*rchase' the clothing8 loo= for a

tagless la0el &ith a soli' &hite printe' 0ac=gro*n' on &hich thela0el te t is printe' Bas oppose' to ne&er an' ol'er garments8 in&hich the la0el te t is printe' 'irectl$ on the fa0ric8 &itho*t thesoli' 0ac=gro*n'

Q)nsert pict*res of 0oth tagless la0elsR

4rr"tat"o s 6"m"ted to a )ew Caseso %f the 177 million garments sol' in the fall 277E line8 the

compan$ has receive' onl$ 77 complaints of rashes


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4rr"tat"o s 6"m"ted to C "#dre w"t +e s"t" e +&" Bo !ase' on a thoro*gh anal$sis 0$ the compan$8 its s*ppliers8 an'

several in'epen'ent 'octors an' other specialists8 &e fo*n' thatthe la0els contain no =no&n s=in irritants or a0rasive chemicals8an' the pro0lem seems to affect onl$ a ver$ small n*m0er ofchil'ren &ith sensitive s=in

"fter 'isc*ssions &ith the U S Cons*mer Pro'*cts Safet$ Commission an' 0eca*se the pro0lem is so limite' in scope an' the s=in rashes are not serio*s8&e have opte' not to recall the clothes )nstea'8 &e a'vise parents of affecte'chil'ren to s&itch to other garments "s is al&a$s the case &ith Carter>sclothes8 cons*mers can ret*rn *nsatisfactor$ pro'*cts for a f*ll ref*n'

**)REACTING TO A LOST CONTRACT: PHONE CALL RESCIN$ING A t hear' a0o*t the contract8 his moo' is li=el$ to 0e*p0eat8 an' he>ll pro0a0l$ ass*me that )>m calling &ith informationregar'ing his move or something else relate' to his ne& o0 ) nee'to transition him a&a$ from the positive frame of min' to the


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*nfort*nate realit$ of the ne&s ) nee' to 'eliver: I dont know if youve heard the unfortunate news regarding our Pentagoncontract, but we suffered a major financial blow yesterday, and Iwanted to get in touch with you as soon as possible.

3 5et right to the 0a' ne&s so $o* 'on>t =eep him hanging The loss ofso much revenue without warning immediately changes thecompanys financial picture. To stay afloat, the company is being

forced to reduce its workforce. In addition to laying off severaldo en current employees, we will be unable to add new employeesand I regret that I must rescind your job offer..is reaction is going to one of shoc=8 *n'erstan'a0l$ .e>s li=el$ to 0e

angr$ as &ell8 partic*larl$ if he has alrea'$ given notice to his c*rrentemplo$er !laus, I understand how upset you must be, and please

accept my apologies, both on a personal level and on behalf of "lion. I hope that by informing you as #uickly as possible that wemay have spared you at least some degree of disruption.

@ epen'ing on ho& he respon's8 ) ma$ nee' to 'isc*ss legal iss*esQThis information &ill 'epen' on &hat $o*>ve 0een instr*cte' to 'o 0$the compan$>s legal staff ;or instance8 if he signe' an emplo$mentcontract &ith a termination cla*se8 the compan$ ma$ o&e him afinancial settlement R

D %nce )>ve 'elivere' the ne&s8 e ten'e' o*r sincere apolog$8 an'han'le' an$ legal iss*es that ma$ arise8 m$ ne t o0 ective is to

concl*'e the call as positivel$ an' professionall$ as possi0le $veryone here at "lion was excited about the prospect of you joining the team, and we all regret that this will no longer be possible. I truly enjoyed our conversations during the interview process and will miss the opportunity to work with you. I wish youthe best of luck.

*=)

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) M: Margaret 'e la (osa8 !illing "' *stments S*pervisor + BJ CT: Performance revie&

ear 4orge:When $o* first came to &or= in o*r 'epartment8 &e &ere impresse' 0$ ho&/*ic=l$ $o* learne' this 'iffic*lt o0 +o*r math s=ills are o*tstan'ing8 an'$o* have an e cellent *n'erstan'ing of the important n*ances of the o0+o* an' ) have alrea'$ 'isc*sse' the one iss*e that is hol'ing $o* 0ac=8 an' )=no& $o* have ma'e some effort to correct the sit*ation !*t $o* m*st ma=ea stronger commitment to re'*cing the n*m0er of $o*r personal phone callsan' a0sences #ver$one has *navoi'a0le emergencies from time to time8 0*t$o* nee' to 'o more to eliminate those calls an' a0sences that are e cessive+o* might 'isc*ss this iss*e &ith $o*r relatives an' frien's8 impress *ponthem ho& important $o*r o0 is to $o*8 an' e plain that $o*r &or=

environment 'oes not allo& $o* to carr$ on the cas*al comm*nications thatthe$>ve 0een acc*stome' to When famil$ an' frien's 'o call8 $o* might politel$ e plain that8 e cept in a tr*e emergenc$8 $o* cannot spea= to them&hile $o*r emplo$er is pa$ing $o* for $o*r time an' talent )f thesee planations 'on>t convince them8 please let me =no& We can sit 'o&ntogether an' map o*t other strategies that might help "0ove all8 ) &ant $o* tos*ccee' in $o*r position here at "T T+o* are a val*a0le asset to this 'epartment an' to "T T We &o*l' hate tolose $o* over an iss*e that ) 0elieve $o* can solve8 once $o* foc*s on thechallenge et>s give it *ntil mi'-Septem0er8 an' then loo= at the sit*ation

again)>ll 0e 'isc*ssing some of these strategies &ith $o* in o*r meeting to'a$? please let me =no& in t&o &ee=s if $o* feel $o* still nee' help to sho&improvement 0$ Septem0er We>ll 'o &hat &e can together to ma=e s*re thisiss*e is resolve' 0efore $o*r ne t performance revie& We>' rather foc*s on$o*r other fine /*alities

*,)CAREER MOVES: E-MAIL RE USING TO WRITE A RECOMMEN$ATIONCegin with a buffer. Tell Tom @eiss that his best interests would be served by asking for referencesfrom people who can address his sales abilities. @ish him well. Adopt a tone of helpfulness andgoodwill. Avoid making negative personal comments.

Date:

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+u %ect: ecomme dat"o #etter

ear Mr Weiss:

+o* are to 0e commen'e' for loo=ing for a o0 &here $o* can 0etter*se $o*r talents !eca*se $o*r &or= &ith *s &as in &or' processing8

0oo==eeping8 an' c*stomer service8 $o* &ill 0e 0etter serve' if $o*as= someone &ho =no&s $o*r sales a0ilities to give $o* arecommen'ation

!est &ishes for a s*ccessf*l career in sales

Sincerel$8

;elicita M$ers%ffice Manager

fm$ers lin=nt netV

%pal Pools an' Patios919 %verlan' (' 8 Pineville SC 29 DF,oice: F73-322-FDFE ;a : F73-322-FDFF

*+);A$ NEWS OR 47: ORM LETTER TO UNSUCCESS UL

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Sciences here at the Universit$ of Cincinnati #ight$-five people applie' forthe position8 so selecting someone &as far from eas$

r Constance Pappas has accepte' the position She has a 'octorate in"merican st*'ies an' three $ears of e perience as chair of a histor$'epartment .er /*alifications fit o*r nee's &ell

+o*r interest in the Universit$ of Cincinnati is gratif$ing !est &ishes to $o*in $o*r search for a 'ean>s position

Sincerel$84onathan Sm$the8 Ph 8 Chair

ean>s Selection Committee

eg

*/) WHAT WE HAVE HERE IS A AILURE TO COMMUNICATE: WRITING ANEGATIVE PER ORMANCE REVIEW1ou have several goals in this message. 2irst, its important to document your concerns aboutCridgewaters performance. This may help her improve, but if she fails to do that youll havesomething in writing to fall back on later. 'econd, shes a well-respected and highly "ualifiedcompany representative, so you want to make it clear that you value her contributions and areready to help her improve her performance in the areas you describe. +This sample responsecalls for a meeting, but students should understand that it would be important to follow up withanother document detailing the results of that conversation.

43T ))4C M M

"T#: "pril @8 2779T%: #laine !ri'ge&ater ;(%M: Karen S$=es(#: )nterme'iate Performance (evie&

%ne of m$ most important responsi0ilities is helping o*r emplo$ees s*ccee'an' e cel at Straight rive com With that goal in min'8 ) have someinformation to share &ith $o* regar'ing $o*r performance as o*r retailliaison

;irst8 ) &ant to let $o* =no& ho& m*ch ) appreciate the remar=a0lecre'i0ilit$ an' =no&le'ge $o*>ve 0ro*ght to o*r compan$ +o*r e perienceas a former to*ring pro has earne' imme'iate respect from o*r retailers an'c*stomers8 an' has *n'o*0te'l$ enhance' o*r sales +o*r energ$ level isincre'i0le8 an' $o*>ve &or=e' har' to 0*il' a strong rapport &ith theresellers $o* assist 'a$ in an' 'a$ o*t No one here =no&s the game as &ell


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as $o* 'o

"ll of this sho&s that $o* are &ell-/*alifie' for the =e$ role $o* pla$ inmaintaining positive relationships &ith o*r retailers That>s &h$ ) &ass*rprise' to learn that &e>ve recentl$ receive' a n*m0er of complaintsregar'ing $o*r comm*nication &ith this important gro*p More specificall$8retailers have e presse' 'issatisfaction 0ase' on:

voice-mail messages that have gone *nans&ere' for 'a$sconf*sing e-mail messages that re/*ire t&o or three ro*n's of clarificationreports that are poorl$ organi e' an' 'iffic*lt to *n'erstan'

) am confi'ent that &e can &or= together to eliminate f*t*re complaints s*ch

as these The retail channel is vital to o*r compan$>s contin*e' s*ccess8 an')>m s*re $o*>ll agree that &e m*st 'o all &e can to comm*nicate &ith o*rretailers in &a$s that help them promote an' mar=et o*r pro'*cts Promptresponses to phone calls an' clearl$ &ritten correspon'ence not onl$ sho&o*r retailers that &e val*e their 0*siness8 0*t reflect o*r professionalism an'commitment to e cellence

et>s meet earl$ ne t &ee= to tal= over some strategies for a''ressing theseconcerns ) am rea'$ to help in &hatever &a$s ) can Wo*l' T*es'a$ at 9:77a m &or= for $o*A Please call me at @13D to let me =no& ) loo= for&ar' to

spea=ing &ith $o* soon

2E1

bct 10e im chapter 9 234-273

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