When You’re the Messenger… and It’s All Bad News

READ TIME - 5 MINUTES

“Morning, team. Got a minute?” Addie hovered in the doorway, her laptop hugged to her chest, and rain still glistening on her jacket.

The heating was struggling against the chill, and everyone in the open-plan office had their hands clasped around mugs, trying to coax a bit of warmth into their fingers.

Noah looked up from his notes, sensing the change in mood. “Uh oh. That’s your ‘brace yourself’ face,” he said, half-joking, but with a hint of worry.

Addie tried for a smile, but it didn’t quite reach her eyes. “I wish it wasn’t. I’ve just come out of a call with exec. There’s been a complete change in direction. They want to go with a different model. The rollout’s on hold for now, and I know this is the last thing anyone wants to hear.”

A heavy silence settled over the table, broken only by the distant sound of rain against the windows.

Someone shifted in their chair. Noah put down his pen and met Addie’s eyes. “Fu….. Right. What do we tell the team?”

Addie nodded, grateful for the solidarity. “Let’s work out how to break it honestly, but without breaking their spirit. They deserve the truth - and a bit of hope, too.”

Delivering Bad News Without Losing Trust

If you’ve ever had to deliver tough news - delays, budget cuts, a beloved project getting the chop, etc- you’ll know it’s one of the least enjoyable parts of the job.

But how you handle these moments shapes your credibility and your team’s willingness to keep showing up.

With budgets tightening and priorities shifting, it’s all too common to find yourself the messenger for news no one wants.

Of course, the temptation is to soften the blow, dodge the details, or just send an email and hide.

But people remember how you show up when things are tough, not just when the news is good.

Try this strategy:

The “Empathy First” Message Map

What it is:

A simple framework to help you deliver difficult updates with honesty, empathy, and clarity, so your team feels respected, not blindsided.

Why it matters:

People can handle bad news, but they need to trust the messenger.

When you show you get it, share what you know (and what you don’t), and invite questions, you protect trust and keep your team engaged - even when the path forward isn’t clear.

How to do it:

1. Acknowledge the impact, not just the facts.

Start with the human side. “I know this isn’t what you were hoping for” lands better than “Unfortunately, the project is delayed.”

2. Be clear and honest. Don’t sugar-coat or waffle.

Share what’s happened and why, in plain language. If you don’t have all the answers, say so. “Here’s what we know right now. I’ll share more as soon as I can.”

3. Show empathy and solidarity.

Let people know you’re in it with them. “I’m frustrated too. This matters to all of us.”

4. Invite questions and feedback.

Make space for reactions, even if it’s uncomfortable. “What’s on your mind? What do you need from me right now?”

5. Share what comes next, even if it’s ‘we’re working it out’.

People need to know what happens now, even if it’s just a timeline for more info or a commitment to check in soon.

Pro tip: If you’re delivering news in person or over video, plan your key points but let the conversation be real. People can spot “corporate speak” a mile away.

Authenticity beats perfection every time.

The Bottom Line

Delivering bad news is never fun, but it’s a core leadership skill, and especially relevant in change.

When you lead with empathy and clarity, you show your team they can trust you in the tough times, not just the easy ones.

That trust is what keeps people coming back, even when the winds shift.

That’s it for this week.

Next Tuesday, we’re diving into what to do when the tech just won’t behave - and how to recover gracefully (even when everyone’s watching eek!).

Don’t miss it!

See you then,

Team EVER

PS: Someone pass this on to you? 

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Kate Byrne