Nobody likes to be the bearer of bad news; however, it is essential that it’s done if a business is to operate effectively. Here are some tips on how best to approach these situations.
We’ve all heard the saying “no news is good news” but often, particularly at times of uncertainty when you know change is brewing, this is not the case. In fact, not only is no news not good news, frequently, it is even WORSE than bad news, because it adds to uncertainty and anxiety.
The way you used empathy to help that customer de-escalate was really impressive. Despite it being stressful today, you took the time to listen and build rapport, while also maintaining boundaries about how they could speak to you. Well done. That’s exactly the sort of customer service I want to see.
But at a time when the pace of change and rate of uncertainty seems to be accelerating worldwide, the need for leaders to develop their EQ – short for emotional quotient – has never been more important.
Don’t wait until you need something from someone to build a relationship. Make it a priority to build relationships across your organisation before you make an ask where possible.
Change seems to be accelerating on a global scale. Industries are transitioning, corporations are restructuring, and the aftermath of the COVID-19 pandemic and natural disasters has left many people grappling with big feelings, emotions, and reactions.
The time for debating a change and raising your concerns is behind closed doors. By all means, champion your team’s interests or challenge a questionable idea, but be sure to do so in the appropriate forum and in an appropriate way.
In this environment, the role of leaders has evolved into guiding their teams through the storm of transformations. However, the art of effectively leading people through change is a skill often overlooked in the fast-paced business world.
It’s easy to dismiss those who resist change as just choosing to be difficult, particularly if they’re in a well-paid job with good conditions.
