We keep hearing in the news that the recession is over and that things are getting better out there. I am not a conspiracy theorist but I am not sure how true that is. It's a bit like the weather forecast - I am always deeply suspicious as to whether good weather forecasts for bank holidays are more related to influencing spending and travel over the holiday period rather than the weather itself.
But one thing is for sure. Organisations will always need to look at how they spend their money and, from time to time this will mean looking at structures and whether they could be more effective. In some organisations this happens more often than can possibly be constructive, whilst in others the structure should have probably been changed before they got into their current set of difficulties! Change is here to stay, to use a very old cliche.
Now I've been around the block more than a few times and I have seen restructures done very well and others done appallingly badly. One of the common failures in making change in staffing levels and structures is poor communication with the staff team at the time of giving the 'bad news', so I thought it might be helpful if I highlighted what I think is best practice so that, if you need to deliver bad news, you have some helpful hints. The same tips apply whether you are dealing with one or 101 people.
- For me the key thing is preparation. You need to prepare what you are going to say, so that you are confident, credible, concise and congruent. If you fluff your lines and appear nervous and uneasy staff will pick up on this. They need to understand what you are saying rather than be distracted by your demeanour and behaviour. Digesting bad news is not easy when you are on the receiving end so you need to ensure you are as clear as possible. You also need to be prepared for anger and disbelief, and to have prepared for any question you are likely to be asked, including any curve balls.
- Choose the right setting. Ensure you choose the right place for the meeting, and that it is confidential and as comfortable as possible.
- You should try to assess the feelings of the group early on. Are they surprised by this news or do they seem as though they were expecting it?
- Don't delay giving bad news. In almost every situation, the longer you leave it, the worse it will get. Thou shalt not procrastinate!
- Don't hide the facts. Do not gloss over the reasons behind the bad news. This just causes suspicion and mistrust. If the bad news is as a result of poor organisational decisions, you need to acknowledge that if you want to maintain trust. At the same time don't bewilder people with too many facts and figures, as they will just be overwhelmed.
- Put it in writing. As we have already acknowledged, hearing bad news is tough and people can only take in small amounts of information. Putting the facts and the rationale behind the bad news is easier to digest after the meeting, and you can also provide helpful Q&As.
- Don't use manipulation. Be as straightforward as you can be. If you need to take personal responsibility for the bad news, do this. Don't blame it on a third party, or treat it as though you are delivering the bad news on behalf of someone else, unless of course you are. Whilst researching this blog I came across a piece of work by Michael Grinder called 'How Not To Get Shot'. I normally like Grinder's work; he has done some really good stuff on communication skills, but I think the approach he takes to delivering bad news is just a bit manipulative. The link I have provided is only two pages, so make up your own mind.
- Be congruent. You are delivering bad news - now is not the time to be bright and breezy and to be making pleasantries or joking. Make sure your voice tone is credible rather than conversational, don't smile or laugh nervously and be concise and direct. Treat your audience with the respect and dignity they deserve.
- Always justify the reasons behind the bad news. Give concrete reasons, not waffle.
- Look for the positives. Don't try to put a spin on it; you will not get a good response. But if there are any positives, make sure you include them.
- Similarly be solution focused. If it is likely, for example, that someone is going to lose their job, point out what support can be provided, talk about what other opportunities there might be in the organisation. Explore the alternatives at the appropriate time.
- Finally, follow up. If you promise to do something after the meeting, e.g. circulate a briefing, do it straight away. If you said you will be available to discuss things individually, make yourself available.
The above tips are all tried and tested by me. They work. Delivering bad news is never easy, but it it it can be far less stressful and deliver the desired results if you do it well. We all like to be liked, even though I have heard many a manager say 'I'm not here to make friends'. Delivering bad news effectively can also help you maintain good relationships at work.
Good luck and let me know how you get on.
Some useful links:
http://www.trailblazercoaching.com/downloads/articles/How-to-not-get-shot.pdf
http://www.forbes.com/sites/forbesleadershipforum/2012/05/30/10-commandments-for-delivering-bad-news/
http://www.ehow.com/how_2058322_deliver-bad-news.html
http://www.mba-online-program.com/10-tips-for-delivering-bad-news-in-the-work-place
During my time in the non-profit sector I have come across some great trustees, some average trustees and some not-so-good ones. So what makes a great trustee? In this blog I draw on my experience of being a trustee of two organisations and my observations of trustees in charities I have worked in or been involved in. This blog may help you to be a better trustee, to see whether trusteeship is for you, or simply to confirm you are doing a great job. If it does any of these things, my Saturday morning has been worthwhile!
My first observation is that trustees should choose the right cause. You need to be passionate about the cause you volunteer for. You need to be able to demonstrate that passion to fellow trustees, charity staff and volunteers and to the outside world - supporters and potential supporters. If you are not passionate about the cause, wait until an opportunity comes up in a cause you really do care about. But please do not apply to be a trustee simply to develop your own brand or profile; I have seen this all too often!
Secondly you need to decide what you can bring to the board table. What expertise, support and advice can you add to the current skills mix on the board. Are you an HR expert, a communications guru, a technical geek, a great fundraiser, a finance wizard? Whatever your professional expertise and experience, plus what you have gained in the past or in your personal life, can all be valuable to the mix. So conduct a skills audit of yourself to see what you can bring and then match that to what the charity needs.
Thirdly, a great trustee needs to have a huge amount of commitment. No matter how busy your day job, being a trustee is a big responsibility and you need to be able to commit to this. So what might this look like? Well, most trustee boards meet at least quarterly, in many cases more frequently. This may be a 3 or 4 hour commitment in addition to any preparation time. Many trustee boards also have an annual or bi-annual awayday, which you need to be at. Often this is a great opportunity to meet and work with the staff team. You may also be expected to sit on a sub-committee - typically these include finance & resources, fundraising, programmes, etc. You should also be prepared to attend fundraising events and other charity activities. Finally you may be expected to coach or support a particular member or team within the charity's staff. For example I work very closely with the Head of Fundraising in the charity I volunteer for.
Attending meetings in your role as a trustee is not just about being there! You have to be able to make intelligent input and to make key decisions. This is simply not possible if you have not put in any preparation time. I cannot tell you the times I have seen trustees in organisations I have worked in as a staff member making comments or asking questions that made it obvious they had not done their prep. And saying you are a volunteer is not an acceptable excuse. Either you are in the game or not!
Fourthly you need to be knowledgable about the charity's work. At the very least this means reading and understanding the annual review and other publications, talking to the staff team, attending briefings and presentations, but preferably you should see the charity's work first hand, although I appreciate this may not always be possible for international charities. You need to know more than the donors you will undoubtedly meet at events. They will expect you to, as will staff. There is nothing more frustrating for staff to feel that a trustee does not understand the work of the charity.
You also need to have a firm grip and understanding of the charity's strategy and finances. Ultimately these are the responsibilities of the trustee; this is what good governance is all about.
Fifthly you need to understand the boundaries between staff and trustees, and I think this is where many trustees get it badly wrong. Many trustees over-step the mark and get bogged down in the details of what are staff responsibilities. You are there to support, advise and to ensure the strategy is delivered, not to interfere!
Sixthly, you may get involved in recruiting key staff. This has massive potential to go wrong, especially if you are recruiting a new CEO or director. The best trustee boards also involve the senior management team of the charity in these decisions. In the small charity I am on the board of, all the staff team met potential CEO candidates before the ultimate (good) choice was made. To do good recruitment you need to make the right choice based on where the organisation is now, and where it needs to be. This should be based on the the charity's strategic goals, not your personal preferences.
And the seventh habit (and this is the one that is most controversial!) is that trustees should give and get. By this I mean you must be prepared to give money at a level you can afford, and also help the charity raise funds, either through fundraising yourself (see my previous blog) or by asking your contacts to support your cause. I am not interested in trustees who say they are doing enough by giving their time. How can you ask others to give if you are not giving yourself?
I am sure there are loads of things I have missed out, and this is not intended to be a comprehensive guide to trusteeship. you can get that elsewhere. The Charity Commission and NCVO websites are a good place to start. But hopefully there is something here that will help you have a better understanding of what makes a great trustee. Feel free to comment.
