Why You Should Volunteer to Share Bad News
No-one likes to share bad news, but if you work in data you're going to have to. Whether it's disappointing financial results, a lack of engagement, costs or projects running over their timeline or budget… It's going to happen.
I'm a natural optimist and I don't like making people uncomfortable, so I used to sugar coat bad news. You'd be amazed at the mental and linguistic gymnastics I went through to justify why we were behind in revenue. Or maybe you wouldn't because you do it too. Eventually, I had to end it with "but we hope it improves next month."
Say it with me—hope is not a strategy.
I had a great mentor who schooled me on it. He'd push me to deliver things straight, without trying to talk around what the problem was. Instead of trying to sugar coat it, he made me say it straight and answer why. If I didn't, he'd just ask question after question until he uncovered it.
I started doing the same thing in other meetings and... holy crap. It transformed my conversations.
These days, if there's bad news to be shared, I'm putting it right up front.
Why You Should Volunteer for This Job
Being the bearer of bad news sounds awful, and I used to think it was, but it's actually one of the fastest ways to build credibility. When you consistently deliver difficult information early and honestly, you become the person stakeholders trust to tell them the truth. That's a powerful position to be in.
Plus, you understand the context better than anyone else. You know what the numbers mean, what they don't mean, and what can be done about them. When bad news comes from you, it comes with solutions.
How to Deliver Bad News Without Getting Shot
Lead with the bottom line. "Revenue is down 15% from target" hits differently than spending five minutes building up to it. Get the headline out there first.
Provide context quickly. "This started three weeks ago when the pricing change went live" helps people understand timeline and causation without making them guess.
Bring a prediction. "This will get worse next month" or "this is a temporary drop" sets the stage for the action and decision that needs to follow.
Bring options or a target. "Here are three ways we can address this" shifts the focus to what can be done. If you can't bring options, bring a target. "We need to sell $100,000 more this month than we did last month" helps focus everyone on what they can do to contribute.
Be clear about urgency. "We need to make a decision by Friday" or "This can wait until next quarter" helps people prioritize their response appropriately.
It's Not About Making People Feel Bad
Bad news is useful, not negative or pessimistic. Your stakeholders can't fix problems they don't know about, and they can't make good decisions based on wishful thinking… But sometimes you’ll hit a nerve or broach a subject that might upset someone. You can minimize this by doing it in an emotionally intelligent way.
Don't blame or point fingers. Stay focused on the solution.
Don't dwell. Deliver the news, deliver the context, and move on. Again, the focus should be on the solution, not the problem.
Don't hedge. We all hope it gets better next week, but remember, hope is not a strategy.
Don't undermine yourself. Sure, you could be wrong, but assuming you did your due diligence, you're probably not. Deliver it confidently without talking about how uncomfortable you are or what might be wrong.
The Magic of Being First
When you're proactive about sharing bad news, stakeholders start coming to you when they need the real story. They know you won't sugarcoat things or tell them what they want to hear. They know you'll tell them what they need to know.
That makes you indispensable in a way that being the bearer of good news never could.
A Little Assignment
Think of bad news you're currently sitting on. It could be a declining metric, a project delay, or a data quality issue.
Practice your delivery: Start with the headline, add context, and come up with a few options for moving forward.
Deliver it this week and pay attention to the response. Do they seem grateful for the heads up? Annoyed? How does it affect future conversations?
You might discover that being the truth-teller is exactly the role your stakeholders need you to play.
I believe if data leaders had more impact, all our organizations would be better off. Take the 5-minute Analyst to Advisor Assessment and find out if you're stuck in analyst mode or ready to become the strategic advisor your organization needs.