Welcome to Manager Tools. Today's topic. Thank you for the bad news. Here we go.

I love this one. Today we're going to tell folks what to do when directs bring them bad news.

Yeah, I mean a director has been hiding a delay.

He has to finally admit it because he knows you'll find out tomorrow in a project review.

She tells you the vendor she thought was great has just sent terrible quality and they're going to be late with future deliverables

Maybe somebody's promised something in writing to you to another department or something. There's no way that you guys can actually do what you need to do and shockingly

among really effective managers and executives the right thing to do first first

is to say thank you.

And that happens all the time, by the way.

Yeah, if only.

First you say thanks.

And there are two reasons for this.

One is, we want to learn to value process over content.

Okay?

And we'll talk about the difference between process and content,

which is a recurring theme on Manator Tools,

a little bit.

And we also want to separate our emotional response from solving the problem.

Then we're going to recommend you solve the problem, and then last, we're going to address the potential error in

terms of somebody delaying or not bringing you bad news. We're going to talk

about how to address that last because that is a moment in time whereas the process of saying

to people I want you to tell me when things are wrong don't surprise me in other words. We want that to be the key lesson when people bring us bad news and too many people shoot the messenger and then people say to hack with, as we'll get into.

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