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Communicating Negative Messages: Delivering Bad News Skillfully, Online Training Format

Read About Recertification and Continuing Education Requirements
  • 1.5 HRCI Credits
  • 1.5 SHRM PDCs
  • 1.0 HR or ELECTIVES, CAM Distance
SKU: 579
$14.25

Communicating Negative Messages: Delivering Bad News SkillfullyNo business communicator enjoys delivering bad news, which will usually disappoint, irritate, or sometimes anger those who receive it. But at one time or another, all professionals will be faced with the unpleasant task of having to deny customers’ requests, reject applications for credit, inform employees of policy changes, or tell job applicants that they have not been hired. Bad-news messages must be delivered carefully, with the ultimate goal being acceptance of the message by those to whom it is directed.

This online course identifies the steps to follow when communicating negative messages using either the direct or indirect approach. The course explains and gives examples of strategies for buffering the bad news before it is delivered, relating the bad news in a manner designed to lessen the pain it might cause, and closing the message in a manner that maintains the message receiver’s good will.

TARGET AUDIENCE:
Business Professionals

TIME TO COMPLETE:
90 minutes

PURPOSE:
To instruct business professionals in the techniques and strategies needed to communicate negative or unwelcome news effectively and tactfully to colleagues, clients, and customers.

LEARNING OBJECTIVES:
After completing this course, the learner will be able to:

  • identify the goals for delivering bad news to colleagues, clients, and customers;
  • recognize and avoid potential legal problems associated with delivering negative messages in the workplace;
  • recognize the components of typical negative messages;
  • implement the direct and indirect patterns of delivering bad news;
  • select and use strategies for refusing routine requests;
  • craft and deliver bad-news messages to customers and clients while maintaining their good will; and
  • craft and deliver bad-news messages to an organization’s employees and job applicants.



If you're not completely satisfied with the quality of our courses, we will refund your money - guaranteed. Click here for detailsTOPICS COVERED:

  1. General Guidelines for Crafting and Delivering Negative Messages
  2. Legal Pitfalls to Avoid When Delivering Bad News
  3. Buffering Bad News Messages
  4. Explaining Bad News
  5. How to Communicate the Bad-News Message using the Indirect Method
  6. Closing a Bad News Message Appropriately
  7. How to Deliver Bad News Directly
  8. Strategies for Delivering Bad News to Customers
  9. How to Communicate Bad News to Employees and Job Applicants



HRCI logo ACCREDITATION
HR CERTIFICATION INSTITUTE
This program has been approved for 1.5 recertification credit hours toward PHR, SPHR, and GPHR recertification through the HR Certification Institute. For more information about certification or recertification, visit the HR Certification Institute homepage at www.hrci.org.

(The use of this seal is not an endorsement by the HR Certification Institute of the quality of this program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.)


SHRM logo SOCIETY FOR HUMAN RESOURCE MANAGEMENT
The Human Equation is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for 1.5 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit www.shrmcertification.org.

FLORIDA REGULATORY COUNCIL OF COMMUNITY ASSOCIATION MANAGERS
This course (approval number: 9626054) has been approved for 1.00 hours of continuing education credit in the areas of HR or ELECTIVES, DISTANCE by the Regulatory Council of Community Association Managers of the Florida Department of Business and Professional Regulation. For more information about continuing education for Community Association Managers, visit the Council's homepage at www.myfloridalicense.com/dbpr/pro/cam/index.html


Communicating Negative Messages : Delivering Bad News Skillfully

Table of Contents

  • Chapter 1: Instructions
    • THE HUMAN EQUATION, INC. - TERMS OF USE
      • Page 1, 2
  • Course Objectives
  • Chapter 2: Introduction
    • Page 3
    • Introduction
      • Page 4, 5, 6, 7, 8
  • Chapter 3: General Guidelines for Crafting and Delivering Negative Messages Successfully
    • Goal #1: Achieve Clarity and Acceptance--Plan the Message
      • Page 9
    • Aim for Clarity and Acceptance
      • Page 10
    • Prepare for Questions
      • Page 11
    • Get the Information Out Fast
      • Page 12
    • Goal #2: Maintain a Proper Image
      • Page 13, 14
    • Goal #3: Protect Yourself and Your Organization
      • Page 15
    • Abusive Language
      • Page 16, 17
    • Careless Language
      • Page 18
    • Avoid Leaving a Paper Trail
      • Page 19
    • The Good Guy Syndrome
      • Page 20, 21, 22
  • Chapter 4: Using the Indirect Method of Delivering Bad News
    • Page 23
    • The Rationale behind the Indirect Method of Delivering Bad News
      • Page 24
    • The Indirect Method of Delivering Bad News
      • Page 25
    • Buffering the Opening
      • Page 26, 27
    • Buffering the Opening
      • Page 28
    • Buffering the Opening: Expressing Gratitude
      • Page 29
    • Buffering the Opening: Agreement
      • Page 30
    • Buffering the Opening: Apologizing
      • Page 31, 32
    • Step 2: Presenting the Reasons
      • Page 33
    • Step 2: Be Specific—But Be Careful
      • Page 34
    • Step 2: Explain the Benefits to the Receiver
      • Page 35
    • Step 2: Explain Company Policy
      • Page 36
    • Step 2: Choose Positive Words
      • Page 37
    • Step 2: Show That the Issue Was Treated Fairly and Seriously
      • Page 38, 39
    • Step 3: Delivering the Message
      • Page 40
    • Step 3: Delivering the Message—Use the Passive Voice
      • Page 41
    • Step 3: Delivering the Message—Accentuate the Positive
      • Page 42
    • Step 4: Closing Pleasantly—The Forward Look
      • Page 43
    • Step 4: Closing Pleasantly—Offering an Alternative
      • Page 44
    • Step 4: Closing Pleasantly—Good Wishes
      • Page 45, 46, 47, 48
  • Chapter 5: Using the Direct Method of Delivering Bad News
    • Page 49
    • When to Use the Direct Method
      • Page 50, 51, 52
    • Which Method is Best?
      • Page 53
    • Direct Method: An Example
      • Page 54, 55, 56
  • Chapter 6: Strategies for Delivering Bad News to Customers
    • Page 57, 58
    • Refusing Routine Requests
      • Page 59, 60, 61
    • Rejecting Other Requests
      • Page 62, 63
    • Sending Bad News to Customers
      • Page 64
    • Handling Problems with Others
      • Page 65
    • Sample Letter Using the Indirect Approach
      • Page 66
    • Denying Claims
      • Page 67, 68
    • Refusing Credit
      • Page 69, 70, 71
  • Chapter 7: Communicating Bad News to Your Workforce
    • Page 72
    • Delivering Bad News to Your Workforce
      • Page 73, 74
    • Delivering Bad News Publicly
      • Page 75
    • Tips for Delivering Bad News to an Organization
      • Page 76, 77, 78
    • Refusing Job Applicants
      • Page 79, 80
    • Tailoring Your Message to Your Audience
      • Page 81, 82
  • Chapter 8: Conclusion
    • Page 83
  • Chapter 9: Time for Review
    • Page 84
  • Exam (multiple choice)