Say no, clearly

There’s an avalanche of avoidance going on.

It’s one of the reasons workplaces get increasingly uncomfortable. The left and right hand don’t know what the other is doing and people feel like they’re being kept in the dark.

Leaders at all levels sometimes have to tell hard truths.

• “No, I can’t approve your leave.”

• “Your application wasn’t successful.”

• “We’re restructuring the department.”

• “We can no longer offer that service.”

It doesn’t feel good. We worry people will be upset. And they probably will be.

The mistake many leaders make – perhaps unconsciously – is setting themselves a goal not to upset people who are negatively impacted by a decision or event.

To soften the blow, they tip-toe around the issue, use unclear language and jargon…or worst of all, avoid the conversation entirely.

Keeping people happy is not a realistic target when the news is unwelcome. They’re not likely to love your information.

At those times, it’s not your job to make them happy. It’s to be so clear and transparent that they understand the situation without ambiguity. (You can still do this kindly).

You’re giving them a gift; clarity. Now they know what’s what, they can decide what to do next.

But send them away scratching their heads and they’re likely to be doubly annoyed.

Here’s what happens in many cases:  People aren't angry because you said no. They're angry because you didn't say no clearly.