如何處理壞消息？

收到壞消息一點都不有趣。要通知壞消息也不容易。

以下是處理壞消息的一些做法：

1. 盡早通知。盡可能讓人家早一些知道真實的狀況。如果你不能掌握實際的損害評估，早一些通知你的老闆，她會有較多的時間與資源來做正確的評估，并能夠採取正確的對策。
2. 記取教訓。你不會讓發生過的錯誤輕易再發生。但是，不要以為你確實知道實際的一切。對於新發生的意外，你還是要做實際的了解。
3. 不要指責通知你的人。如果你希望別人能夠對你誠實，你就要有開放而包容的心胸。謝謝願意通知你壞消息的人。

How do you deal with bad news?

It's not funny to get bad news. It's not easy to tell bad news.

Here are some ways to deal with bad news:

1. Inform as soon as possible. Let people know the real situation as early as possible. . If you can not grasp the actual damage assessment, inform your boss earlier that she will have more time and resources to make the right assessment, and can take the right countermeasures.
2. Lesson learned. You won't let the mistakes happen again easily. But don't think you really know what's actually happening. You still need to know more about new accident.
3. Don't blame the person who notified you. If you want others to be honest with you, you have to open and tolerant. Thank you to the person who told you the bad news.

該何時披露壞消息？

當你私密地獲得了一項壞消息，你應該披露給你的團隊成員，還是應當隱瞞起來，保護他們？

何時才應該披露一項壞消息？請參考以下作法：

1. 了解自己的心理傾向。當牽涉到隱私，每個人都有自己偏好的處理方式。有些人習慣保持沉默，而有些人則會大喇喇的公開出來。了解自己的偏好行為，然後選擇一個平衡點。
2. 問問自己的動機。無論你是急於公開消息，或是小心翼翼地避開相關的談話，你可以先問問自己的動機。若是披露消息，你會感到有罪惡感嗎？還是你擔心有人聽到了會憤怒？
3. 最好還是讓它透明。如果可能，最好還是讓消息透明公開。只要你不會違反公司政策，如果這個消息有可能會衝擊到你的團隊成員，最好以一個妥善的方式讓他們知道。

When should the bad news be disclosed?

When you get a bad news in private, should you disclose it to your team, or should you hide it and protect them?

When should a bad news be disclosed? Please refer to the following methods:

1. Understand your psychological tendencies. When it comes to privacy, everyone has a way of dealing with its own preferences. Some people are used to keeping silent, while some will be open to the public. Understand your preference behavior and choose a balance point.
2. Ask your motives. Whether you are eager to open the message, or carefully avoid the conversation, you can ask your motives. If the disclosure of information, you feel guilty? Or do you worry that someone is going to be angry?
3. Better let it be transparent. If possible, it is better to let the news be transparent. As long as you don't break the company's policy, if this news may hit your team members, it's better to let them know in a good way.

如何向團隊發佈壞消息？

要向團隊發佈壞消息，不是一件容易的事。無論你是要告訴大家公司沒有達成業績指標，或是今年發不出年終獎金。以下有幾招，可以讓你在發佈壞消息時，將負面衝擊降到最低，並可以轉換為正面的生產力：

1. 儘快發佈。壞消息通常不會因為你不發佈而不為人知，員工通常能夠從公司的活動中察覺蛛絲馬跡，並且會因為不知詳情而胡拆亂想，並且誇大，快速傳播。因此，當一件事已經具有產生重大衝擊時，儘快發佈，並予以說明。
2. 告知事實內容。不要試圖舒緩公司可能受到的衝擊程度，以一個較宏觀的視野讓大家知道事情的真相，以及潛在的影響。請你的團隊給予支持協助。
3. 預備接受質問。任何受到影響的員工，都會想要知道更多的消息。你應該準備好接受最尖銳的質問。你的誠懇與負責的態度，將受到員工的尊敬。

How do you publish bad news to the team?

It's not easy to publish bad news to the team. Whether you want to tell you that the company doesn't have a performance indicator or this year, you can't get a year-end bonus. Here are several ways to minimize negative impact when you publish bad news and convert it to positive productivity:

1. Release as soon as possible. The bad news is usually not known because you do not release, employees can usually detect traces from the company's activities, and because I do not know the details and remove Hu Luanxiang, and exaggerated, fast propagation. Therefore, when a matter has had a major impact, it is released as soon as possible and is explained.
2. Tell the facts. Don't try to slow down the extent of the impact that the company may be likely to be, and let you know the truth of the matter and the potential impact of a broader perspective. Ask your team to support assistance.
3. Prepare to accept the question. Any affected employee will want to know more information. You should be ready to accept the sharpest question. Your sincere and responsible attitude will be respected by the staff.

發佈壞消息前，先測水溫

通常在發佈壞消息時，我們都會假設應該同時通知所有可能將受到影響的人。但是，具有爭議性以及會引起激烈情緒反應的消息實在很難在公開的場合宣佈出去。 並且，我們最好能夠先掌握住人們在獲得這樣的壞消息時可能會產生的反應形式。

如果能夠先做1對1的小規模互動，我們就能夠預先了解人們可能的反應行為。 這種測試水溫的做法，能夠讓我們提早獲得回饋，知道一旦壞消息發佈，應該對公眾做些什麽樣的說明與答復。最重要的是，可以讓人們對於公司的舉措行動產生信心。

但是，你不要拖太久。因為，壞消息會很快走漏出去。

Measure the temperature of the water before releasing bad news

Usually, when bad news comes out, we assume that we should notify everyone who might be affected at the same time. However, controversial and emotionally charged news can be difficult to announce in public. And we'd better be able to figure out how people might react to bad news like this first.

 If we can interact on a small scale on a one-to-one basis, we can anticipate how people might react. This water temperature test allows us to get early feedback on what to say and answer to the public once bad news comes out. Above all, it gives confidence in the company's actions. 

But don't wait too long. Because the bad news will get out soon.

如何說才不會帶來恐慌？

當公司形勢不好，你應該如何傳遞信息給員工，而不會讓他們感到天要塌下來了？

面臨危機時，領導人必須以適當的語言，平靜而有自信的語氣來和員工溝通。

當你要和員工溝通公司的危機時，請考慮以下幾點：

1. 在開口說話前停頓一下。如此做，能夠傳遞出你的平靜，深思，以及嚴肅的態度。這樣，也能夠讓你有時間思考如何回應員工可能的提問。
2. 不要指控抱怨。公司面臨危機了，可能確實有幾位資深領導層人員該負比較大的責任。但是，對其中的個人的指控，並不能平息員工的不安。與其指責某些人，不如誠懇的說明事實，並且說出公司預備進行的解決方案。
3. 不要誇大其詞。如果你用“災難”、“崩潰”等字眼，只會製造不必要的恐慌。你可以說“嚴重”、“艱難”等比較符合事實而足以引起員工重視的字眼。
4. 陳述事實。誠懇的告訴大家事實，不要遮掩。若是留給員工猜忌，只會帶來後續更難處理的局面。

How can we not panic?

When the company is in bad shape, how can you pass on the message to employees without making them feel like the sky is falling?

In times of crisis, leaders must communicate with their employees in appropriate language, calm and confident tone.

When you want to communicate with your employees about the company's crisis, please consider the following points:

1. Pause before speaking. Doing so can convey your calmness, contemplation and seriousness. This will give you time to think about how to respond to questions that employees may ask.
2. Do not accuse and complain. The company is facing a crisis, and there may be several senior leaders who have greater responsibilities. However, the allegations against individuals can not quell the unrest of the staff. Rather than blaming someone, it's better to be honest about the facts and the solutions the company is preparing for.
3. Don't exaggerate. If you use the word "disaster" or "crash", you will create unnecessary panic. You can say "serious", "difficult" and so on, which are more consistent with facts and enough to attract employees' attention.
4. Statement of facts. Tell the truth sincerely, do not cover up. If you leave your employees with suspicion, it will only bring more difficult situations to follow.