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www.downloadslide.net 10 Writing routine and Positive messages learning oBJeCTives 1 Outline an effective strategy for writing routine business requests. 2 Describe three common types of routine requests. an effective strategy for writing routine replies and 3 Outline positive messages. six common types of routine replies and positive 4 Describe messages. MyLab BusinessCommunication® Improve Your Grade! More than 10 million students improved their results using Pearson MyLabs. Visit mybcommlab.com for simulations, tutorials, and end-ofchapter problems. COMMuniCaTiOn CLOSE-uP aT Productivity report productivityreport.org Every so often, you’ll get the chance to craft a message or document that has the potential to reshape your career or your company, such as a major project proposal or a business plan. However, much of your business communication will take place through routine, everyday messages—asking someone for help or information, responding to such requests from others, sharing information with colleagues or customers, and congratulating or consoling other people. Just because these messages are routine, though, doesn’t make them unimportant. In fact, the cumulative effect of all these brief messages could have more influence on your career than the occasional major report or proposal. The way you handle communication, day in and day out, is a key factor in establishing your credibility as a professional. Developing your skills at handling routine messages is only part of the challenge, however. Depending on your field and your position, you’re likely to be inundated with routine messages. It’s not uncommon for professionals to receive a hundred or more messages a day—and be expected to respond to many of them while generating many more messages themselves. So, not only do you need to be skilled at handling routine communication, you have to be hyperefficient at it, too, or else you’ll get hopelessly swamped. Image courtesy of Jill Duffy After studying this chapter, you will be able to Jill Duffy offers research-based advice on handling the barrage of routine messages that most business communicators deal with on the job. 313 www.downloadslide.net 314 PAR T 4 Brief messages Fortunately, you have a wise ally in Jill Duffy. Her career as a writer spans multiple industries, from academic journals to major newspapers to the trade journals Game Developer and PCMag .com. One of her areas of expertise is personal and organizational productivity, and she shares her ideas in the weekly Get Organized column for PCMag.com, in her book Get Organized: How to Clean Up Your Messy Digital Life, and via her newest venture, the website Productivity Report, which blends advice from research studies and personal experience. Her deep and diverse experience has given her useful insights into the challenges of digital productivity, and much of that involves how to handle a high volume of routine messages without losing focus on your audience or on your priorities. For email, for instance, Duffy advises compartmentalizing message flows so that high-priority messages never get lost in the deluge of low-priority messages. Most email programs and apps offer the ability to filter messages based on sender, subject line, and other factors, so you can make sure important messages are always visible. Then develop a comprehensive system of software capabilities and daily habits to keep email in check. For example, if one of your goals is to respond to your boss’s emails before you go home every day, set up an email filter to send those messages to a special folder and set an alarm to deal with them at 4:00 p.m. every day. Another skill she promotes is acting quickly and decisively on incoming email, whether that is deleting a message, filing it, responding immediately (for simple or critical messages), or scheduling time to respond. The key is to avoid looking at a message multiple times before deciding what to do with it. Duffy doesn’t subscribe to the approach taken by email users who never bother filtering and filing messages but who instead let them pile up in their inbox and use search functions to find specific messages whenever they need them. She points out several problems with this approach. First, if you can’t remember who sent a message or the exact keywords that are in it, you’ll never find it with search methods alone. Second, folders organized by subject serve as a “second memory” that she can browse whenever she wants. Third, that giant, unsorted pile of messages in your inbox will be a constant source of anxiety and distraction as you repeatedly scan though it trying to find a specific item or to make sure you haven’t missed anything important. Whether it’s email, workgroup messaging, or any other communication platform, setting up and fine-tuning a system and set of habits that work best for you does take some time and effort. However, it will be time well spent because you’ll be more efficient every day, and you’ll be able to focus your attention and energy on the messages that matter the most.1 Strategy for routine requests 1 LEarninG OBJECTiVE Outline an effective strategy for writing routine business requests. For routine requests and positive messages • State the request or main idea • Give necessary details • Close with a cordial request for specific action Take care that your direct approach doesn’t come across as abrupt or tactless. Jill Duffy (profiled in the chapter-opening Communication Close-Up) helps business professionals deal with a vital aspect of communication in today’s digital workplace— how to productively handle the many routine messages that need to be sent or responded to day in and day out. Routine messages fall into two groups: routine requests, in which you ask for information from or action by another party, and a variety of routine and positive messages. Chapter 11 covers messages in which you need to convey negative information, and Chapter 12 addresses persuasive messages. Making requests is a routine part of business, and in most cases your audience will be prepared to comply. By applying a clear strategy and tailoring your approach to each situation, you’ll be able to generate effective requests quickly. Like all other business messages, a routine request has three parts: an opening, a body, and a close. Using the direct approach, open with your main idea, which is a clear statement of your request. Use the body to give details and justify your request. Finally, close by requesting specific action. STATIng yoUR REqUEST UP FRonT With routine requests, you can make your request at the beginning of the message. Of course, getting right to the point should not be interpreted as license to be abrupt or tactless: ●● ●● ●● Pay attention to tone. Instead of demanding action (“Send me the latest version of the budget spreadsheet”), show respect by using words such as please and I would appreciate. Assume that your audience will comply. You can generally assume that your readers will comply with routine requests, so you don’t need to devote a lot of time or energy toward trying to convince them to do so. Be specific. State precisely what you want. For example, if you request the latest market data from your research department, be sure to say whether you want a 1-page summary or 100 pages of raw data. www.downloadslide.net Ch AP T E R 1 0 ExPLAInIng AnD JUSTIFyIng yoUR REqUEST Writing routine and Positive messages 315 REAL-TIME UPDATES learn more BY visiTing This WeBsiTe insight into mobile strategies for routine Use the body of your message to explain your request, as communication needed. Make the explanation a smooth and logical outClickSoftware’s MobileFever blog discusses a range of topics on growth of your opening remarks. If complying with the mobile business communication. Go to real-timeupdates.com/ request could benefit the reader, be sure to mention that. bct14 and select Learn More in the Students section. If you have multiple requests or questions, ask the most important questions first and deal with only one topic per question. If you have an unusual or complex request, break it down into specific, individual questions so that the reader can address each one separately. This consideration not only shows respect for your audience’s time but also gets you a more accurate answer in less time. REqUESTIng SPECIFIC ACTIon In A CoURTEoUS CLoSE Close your message with three important elements: (1) a specific request that includes any relevant deadlines, (2) information about how you can be reached (if it isn’t obvious), and (3) an expression of appreciation or goodwill. When you ask readers to perform a specific action, ask for a response by a specific date or time, if appropriate (for example, “Please send the figures by May 5 so that I can return first-quarter results to you before the May 20 conference.”). Conclude your message with a sincere thanks. To review, see “Checklist: Writing Routine Requests.” Close request messages with • A request for some specific action • Information about how you can be reached • An expression of appreciation Common Examples of routine requests The most common types of routine messages are asking for information or action, asking for recommendations, and making claims and requesting adjustments. 2 LEarninG OBJECTiVE Describe three common types of routine requests. ASkIng FoR InFoRMATIon AnD ACTIon Most simple requests can be handled with three message points: ●● ●● ●● What you want to know or what you want your readers to do Why you’re making the request (not required in all cases) Why it may be in your readers’ interests to help you (not applicable in all cases) For simple requests, using the direct approach gets the job done with a minimum of fuss. In more complex situations you may need to provide more extensive reasons and justification for your request. If applicable, point out any benefits to the reader of complying with your request. Naturally, be sure to adapt your request to your audience and the situation (see Figure 10.1 on the next page). CHECKLIST Routine requests can be handled with simple, straightforward messages, but more complicated requests may require additional justification and explanation. ✓ Writing routine requests A. State your request up front. ●● Write in a polite, undemanding, personal tone. ●● Use the direct approach because your audience will probably respond favorably to your request. ●● Be specific and precise in your request. B. Explain and justify your request. ●● Justify the request or explain its importance. ●● Explain any potential benefits of responding. ●● Ask the most important questions first. Break complex requests into individual questions that are limited to only one topic each. C. Request specific action in a courteous close. ●● Make it easy to comply by including appropriate contact information. ●● Express your gratitude. ●● Clearly state any important deadlines for the request. ●● www.downloadslide.net 316 PAR T 4 Brief messages 2NCP 9TKVG %QORNGVG #PCN[\GVJG5KVWCVKQP #FCRVVQ;QWT#WFKGPEG 4GXKUGVJG/GUUCIG 8GTKH[VJCVVJGRWTRQUGKUVQ TGSWGUVKPHQTOCVKQPHTQO EQORCP[OCPCIGTU 5JQYUGPUKVKXKV[VQCWFKGPEG PGGFUYKVJCp[QWqCVVKVWFG RQNKVGPGUURQUKVKXGGORJCUKUCPF DKCUHTGGNCPIWCIG6JGYTKVGT CNTGCF[JCUETGFKDKNKV[CUOCPCIGT QHVJGFGRCTVOGPV ‘XCNWCVGEQPVGPVCPFTGXKGY TGCFCDKNKV[CXQKFWPPGEGUUCT[ FGVCKNU )CVJGT+PHQTOCVKQP )CVJGTCEEWTCVGEQORNGVG KPHQTOCVKQPCDQWVNQECN EQORGVKVKXGVJTGCVU %JQQUG/GFKWOCPF%JCPPGN ‘OCKNKUGHHGEVKXGHQTVJKUKPVGTPCN OGUUCIGCPFKVCNNQYUVJG CVVCEJOGPVQHC9QTFFQEWOGPV VQEQNNGEVVJGKPHQTOCVKQP 1TICPK\GVJG+PHQTOCVKQP %QORQUGVJG/GUUCIG /CKPVCKPCUV[NGVJCVKUEQPXGTUC VKQPCNDWVUVKNNDWUKPGUUNKMGWUKPI RNCKP’PINKUJCPFCRRTQRTKCVGXQKEG 2TQFWEGVJG/GUUCIG 5KORNGGOCKNHQTOCVKUCNNVJG FGUKIPVJKUOGUUCIGPGGFU 2TQQHTGCFVJG/GUUCIG 4GXKGYHQTGTTQTUKPNC[QWV URGNNKPICPFOGEJCPKEU &KUVTKDWVGVJG/GUUCIG &GNKXGTVJGOGUUCIGXKCVJG EQORCP[oUGOCKNU[UVGO %NCTKH[VJCVVJGOCKPKFGCKU EQNNGEVKPIKPHQTOCVKQPVJCVYKNN NGCFVQCDGVVGTEQORGVKVKXG UVTCVGI[YJKEJYKNNKPVWTPJGNR VJGXCTKQWUFKUVTKEVOCPCIGTU 6JGKPHQTOCVKXGUWDLGEVNKPG CNGTVUVJGCWFKGPEGVQCP KORQTVCPVTGSWGUV %NCWUGPCEMPQYNGFIGUVJCV TGURQPFKPIVQVJGTGSWGUV YKNNTGSWKTGUQOGYQTMDWV GORJCUK\GUVJCVVJGTGUWNV YKNNDGPGƂVGXGT[QPG 6JGQRGPKPIGZRNCKPUVJGEQP VGZVQHVJGOGUUCIGVJGPIGVU VQVJGRQKPVQHVJGTGSWGUV 6JGDQF[GZRNCKPUVJGDGPGƂV QHTGURQPFKPIVQVJGTGSWGUV 6JGENQUGRTQXKFGUCENGCT FGCFNKPGVJGPEQPENWFGUKP CEQWTVGQWUOCPPGT Figure 10.1 Routine Message Requesting Action In this email request to district managers across the country, Helene Clausen asks them to fill out an attached information collection form. Although the request is not unusual and responding to it is part of the managers’ responsibilities, Clausen asks for their help in a courteous manner and points out the benefits of responding. www.downloadslide.net Ch AP T E R 1 0 Writing routine and Positive messages 317 ASkIng FoR RECoMMEnDATIonS The need to inquire about people arises often in business. For example, before awarding contracts, jobs, promotions, or scholarships, companies often ask applicants to supply references. Companies ask applicants to list people who can vouch for their ability, skills, Always ask for permission before integrity, character, and fitness for the job. Before you volunteer someone’s name as a referusing someone as a reference. ence, ask permission. Some people don’t want you to use their names, perhaps because they don’t know enough about you to feel comfortable writing a letter or because they or their employers have a policy of not providing recommendations. Requests for recommendations and references are routine, so you can organize your inquiry using the direct approach. Open your message by clearly stating why the recomRefresh the memory of any mendation is required (if it’s not for a job, be sure to explain its purpose) and that you potential reference you haven’t would like your reader to write the letter. If you haven’t had contact with the person for been in touch with for a while. some time, use the opening to trigger the reader’s memory of the relationship you had, the dates of association, and any special events or accomplishments that might bring a clear and favorable picture of you to mind. Close your message with an expression of appreciation REAL-TIME UPDATES and the full name and address (email or physical address) of learn more BY visiTing This WeBsiTe the person to whom the message should be sent. When asking Linkedin’s advice for college students for an immediate recommendation, you should also mention Follow these tips to get the most from LinkedIn, the deadline. For printed letters, always be sure to enclose a including the most appropriate and effective ways to ask for recomstamped, preaddressed envelope as a convenience to the other mendations. Go to real-timeupdates.com/bct14 and select Learn party. Figure 10.2 on the next page provides an example of a More in the Students section. request that follows these guidelines. MAkIng CLAIMS AnD REqUESTIng ADJUSTMEnTS If you’re dissatisfied with a company’s product or service, you can opt to make a claim (a formal complaint) or request an adjustment (a settlement of a claim). In either case, it’s important to maintain a professional tone in all your communication, no matter how angry or frustrated you are. Keeping your cool will help you get the situation resolved sooner. Open with a clear and calm statement of the problem along with your request. In the body, give a complete, specific explanation of the details. Provide any information the recipient needs to verify your complaint. In your close, politely request specific action or convey a sincere desire to find a solution. And, if appropriate, suggest that the business relationship will continue if the problem is solved satisfactorily. Be prepared to back up your claim with invoices, sales receipts, canceled checks, dated correspondence, and any other relevant documents. Send copies and keep the originals for your files. If the remedy is obvious, tell your reader exactly what you expect to be done, such as exchanging incorrectly shipped merchandise for the right item or issuing a refund if the item is out of stock. However, if you’re uncertain about the precise nature of the trouble, you could ask the company to assess the situation and then advise you on how the situation could be fixed. Supply your full contact information so that the company can discuss the situation with you, if necessary. Compare the ineffective and effective versions in Figure 10.3 on page 319 for an example of making a claim. To review the tasks involved in making claims and requesting adjustments, see “Checklist: Making Claims and Requesting Adjustments.” CHECKLIST Be prepared to document any claims you make with a company. Send copies and keep the original documents. ✓ making Claims and requesting adjustments Maintain a professional tone, even if you’re extremely frustrated. ●● Open with a straightforward statement of the problem. ●● Provide specific details in the body. ●● Present facts honestly and clearly. ●● When writing a claim or requesting an adjustment • Explain the problem and give details • Provide backup information • Request specific action Politely summarize the desired action in the closing. Clearly state what you expect as a fair settlement or ask the reader to propose a fair adjustment. ●● Explain the benefits of complying with the request, such as your continued patronage. ●● ●● www.downloadslide.net 2NCP 9TKVG %QORNGVG #PCN[\GVJG5KVWCVKQP #FCRVVQ;QWT#WFKGPEG 4GXKUGVJG/GUUCIG 8GTKH[VJCVVJGRWTRQUGKUVQ TGSWGUVCTGEQOOGPFCVKQP NGVVGTHTQOCEQNNGIGRTQHGUUQT 5JQYUGPUKVKXKV[VQCWFKGPEG PGGFUYKVJCp[QWqCVVKVWFG RQNKVGPGUURQUKVKXGGORJCUKU CPFDKCUHTGGNCPIWCIG ‘XCNWCVGEQPVGPVCPFTGXKGY TGCFCDKNKV[CXQKFWPPGEGUUCT[ FGVCKNU %QORQUGVJG/GUUCIG 5KORNGNGVVGTHQTOCVKUCNNVJG FGUKIPVJKUOGUUCIGPGGFU )CVJGT+PHQTOCVKQP )CVJGTKPHQTOCVKQPQPENCUUGU CPFFCVGUVQJGNRVJGTGCFGTTGECNN [QWCPFVQENCTKH[VJGRQUKVKQP [QWUGGM 5V[NGKUTGURGEVHWNCPFDWUKPGUUNKMG YJKNGUVKNNWUKPIRNCKP’PINKUJCPF CRRTQRTKCVGXQKEG %JQQUG/GFKWOCPF%JCPPGN 6JGNGVVGTHQTOCVIKXGUVJKU OGUUCIGCPCRRTQRTKCVGNGXGN QHHQTOCNKV[CNVJQWIJOCP[RTQHGUUQTU RTGHGTVQDGEQPVCEVGFD[GOCKN 1TICPK\GVJG+PHQTOCVKQP 2TQFWEGVJG/GUUCIG 2TQQHTGCFVJG/GUUCIG 4GXKGYHQTGTTQTUKPNC[QWV URGNNKPICPFOGEJCPKEU &KUVTKDWVGVJG/GUUCIG &GNKXGTVJGOGUUCIGXKCRQUVCN OCKNQTGOCKNKH[QWJCXGVJG RTQHGUUQToUGOCKNCFFTGUU /GUUCIGUNKMGVJKUCTGEQOOQP CPFGZRGEVGFUQCFKTGEV CRRTQCEJKUƂPG #UJRQTV&TKXG 6CVG5RTKPIU60 /CTEJ 2TQHGUUQT.[PFQP-GPVQP 5EJQQNQH$WUKPGUU 7PKXGTUKV[QH6GPPGUUGG-PQZXKNNG -PQZXKNNG60 &GCT2TQHGUUQT-GPVQP +TGEGPVN[KPVGTXKGYGFYKVJ5VTCVGIKE+PXGUVOGPVUCPFJCXGDGGPECNNGFHQTC UGEQPFKPVGTXKGYHQTVJGKT#PCN[UV6TCKPKPI2TQITCO #62 6JG[JCXGTGSWGUVGFCV NGCUVQPGTGEQOOGPFCVKQPHTQOCRTQHGUUQTCPF+KOOGFKCVGN[VJQWIJVQH[QW/C[ +JCXGCNGVVGTQHTGEQOOGPFCVKQPHTQO[QW! 6WEMGTKPENWFGUKPHQT OCVKQPPGCTVJGQRGPKPI VQTGHTGUJJGTRTQHGUUQToU OGOQT[ #U[QWOC[TGECNN+VQQM(+0%+PXGUVOGPVCPF2QTVHQNKQ/CPCIGOGPVHTQO [QWFWTKPIVJG(CNNUGOGUVGT+YCUHCUEKPCVGFD[VJGOGVJQFUQHTKUMCPF TGVWTPCPCN[UKU[QWRTGUGPVGFCPFVJGENCUUEQPƂTOGFO[FGEKUKQPVQRWTUWGC ECTGGTKPKPXGUVOGPVOCPCIGOGPV /[GPENQUGFTÅUWOÅKPENWFGUCNNO[TGNGXCPVYQTMGZRGTKGPEGCPFXQNWPVGGT CEVKXKVKGU+YQWNFCNUQNKMGVQCFFVJCV+oXGJCPFNGFVJGƂPCPEKCNRNCPPKPIHQTQWT HCOKN[UKPEGO[HCVJGTRCUUGFCYC[UGXGTCN[GCTUCIQ#NVJQWIJ+KPKVKCNN[NGCTPGF D[VTKCNCPFGTTQT+JCXGKPETGCUKPIN[CRRNKGFO[DWUKPGUUVTCKPKPIKPFGEKFKPIYJCV UVQEMUQTDQPFUVQVTCFG6JKU+DGNKGXGJCUIKXGPOGCRTCEVKECNGFIGQXGTQVJGTU YJQOC[DGCRRN[KPIHQTVJGUCOGLQD 5JGRTQXKFGUCFGCFNKPG HQTTGURQPUGCPFKPENWFGU KPHQTOCVKQPCDQWVVJG RGTUQPYJQKUGZRGEVKPI VJGTGEQOOGPFCVKQP +HRQUUKDNG/U$NCEMOQPKP*WOCP4GUQWTEGUPGGFUVQTGEGKXG[QWTNGVVGTD[ /CTEJ(QT[QWTEQPXGPKGPEG+oXGGPENQUGFCRTGCFFTGUUGFUVCORGF GPXGNQRG +CRRTGEKCVG[QWTVKOGCPFGHHQTVKPYTKVKPIVJKUNGVVGTQHTGEQOOGPFCVKQPHQTOG +VYKNNDGITGCVVQRWVO[GFWECVKQPVQYQTMCPF+oNNMGGR[QWKPHQTOGFQHO[ RTQITGUU6JCPM[QWHQT[QWTEQPUKFGTCVKQPKPVJKUOCVVGT 6JGQRGPKPIUVCVGUVJG RWTRQUGQHVJGNGVVGTCPF OCMGUVJGTGSWGUVCUUWO KPIVJGTGCFGTYKNNYCPV VQEQORN[ 6JGDQF[TGHGTUVQVJG GPENQUGFTÅUWOÅCPF OGPVKQPUGZRGTKGPEG VJCVEQWNFUGVVJGCRRNK ECPVCRCTVHTQOQVJGT ECPFKFCVGUtKPHQTOCVKQP VJGRTQHGUUQTEQWNFWUG KPYTKVKPIVJGTGEQOOGP FCVKQP 6JGENQUGKUYCTOCPF TGURGEVHWN 5KPEGTGN[ ,QCPPG6WEMGT ‘PENQUWTG Figure 10.2 Effective Request for a Recommendation This writer uses a direct approach when asking for a recommendation from a former professor. Note how she takes care to refresh the professor’s memory because she took the class a year and a half ago. She also indicates the date by which the letter is needed and points to the enclosure of a stamped, preaddressed envelope. 318 www.downloadslide.net Ch AP T E R 1 0 Writing routine and Positive messages 319 ve cti e f f e In (a) The opening has an emotional tone and burdens the reader with too many facts too quickly. (b) The body continues with the emotional tone and includes unhelpful statements that will only put the reader on the defensive. (c) The close includes irrelevant information and fails to make a clear request. ve cti e f f E (a) The opening clearly and calmly states the problem. (b) The body presents details clearly, concisely, and completely. (c) The close requests specific action and provides contact information to make responding easy. Figure 10.3 Ineffective and Effective Versions of a Claim Note the difference in both tone and information content in these two versions. The ineffective version is emotional and unprofessional, whereas the effective version communicates calmly and clearly. Strategy for routine and Positive Messages Just as you’ll make numerous requests for information and action throughout your career, you’ll also respond to similar requests from other people. When you are responding positively to a request, sending routine announcements, or sending a positive or goodwill message, you have several goals: to communicate the information or the good news, answer all questions, provide all required details, and leave your reader with a good impression of you and your firm. 3 LEarninG OBJECTiVE Outline an effective strategy for writing routine replies and positive messages. www.downloadslide.net 320 PART 4 Brief messages EThICS DETECTIvE solving the Case of the imaginary good news To deal with a growing problem of employee turnover, your company recently hired a research firm to survey employees to find out why more of them have been leaving than in past years. You and a colleague were assigned to work with the consultants and present their findings to upper management. Neither one of you welcomed the assignment because you suspect you’ll have to present information that is critical of the management team. As you feared, the researchers deliver a mixture of news that is mostly negative: Seventy-eight percent of employees believe management cares more about profits than people. ●● Fifty-five percent aren’t sure what’s expected of them anymore. ●● Forty percent believe wages at the company have not kept up with the industry average. ●● Thirty-eight percent think management has done a good job of responding to competitive advances. ●● Fifty-two percent expect to finish their careers at the company. ●● Eighty percent believe the economy is too slow to support a productive job search. ●● Use a direct approach for routine replies and positive messages. While you’re poring over the report, trying to figure out how you’ll present the information tomorrow, an instant message from the CEO pops up on your partner’s computer, asking for a quick summary of the results. Your partner types the following and then asks you to review it before she sends it: As you’d expect in a no-holds-barred investigation like this, the researchers did uncover some areas for improvements. The good news: Only 20 percent of the workforce is even considering other options, and we could reasonably expect that only a fraction of that group will leave anytime soon. anaLYSiS You read your partner’s summary twice, but something doesn’t feel quite right. Does it present an accurate summary of the research? Why or why not? What’s likely to happen when you present the complete research results to the CEO after first sending this IM? Readers receiving routine replies and positive messages will generally be interested in what you have to say, so use the direct approach. Put your main idea (the positive reply or the good news) in the opening. Use the body to explain all the relevant details, and close cordially, perhaps highlighting a benefit to your reader. STARTIng wITh ThE MAIn IDEA With the direct approach, open with a clear and concise expression of the main idea or good news. By opening routine and positive messages with the main idea or good news, you’re preparing your audience for the details that follow. Make your opening clear and concise. Although the following introductory statements make the same point, one is cluttered with unnecessary information that buries the purpose, whereas the other is brief and to the point: Instead of This Write This I am pleased to inform you that after careful consideration of a diverse and talented pool of applicants, each of whom did a thorough job of analyzing Trask Horton Pharmaceuticals’s training needs, we have selected your bid. Trask Horton Pharmaceuticals has accepted your bid to provide public speaking and presentation training to the sales staff. The best way to write a clear opening is to have a clear idea of what you want to say. Ask yourself, “What is the single most important message I have for the audience?” MOBiLE aPP If your email service doesn’t allow huge file attachments, Hightail lets you post the file on its servers and send your recipients a link instead. PRovIDIng nECESSARy DETAILS AnD ExPLAnATIon Use the body to explain your point completely so that your audience won’t be confused about or doubt your meaning. As you provide the details, maintain the supportive tone www.downloadslide.net Ch AP T E R 1 0 Writing routine and Positive messages 321 established in the opening. This tone is easy to continue when your message is entirely positive, as in this example: Your educational background and internship have impressed us, and we believe you would be a valuable addition to Green Valley Properties. As discussed during your interview, your salary will be $4,300 per month, plus benefits. Please plan to meet with our benefits manager, Paula Sanchez, at 8 A.M. on Monday, March 21. She will assist you with all the paperwork necessary to tailor our benefit package to your family situation. She will also arrange various orientation activities to help you get on board with the Green Valley team. However, if your routine message is mixed and must convey mildly disappointing information, put the negative portion of your message into as favorable a context as possible: Instead of This Write This No, we no longer carry the HealthTrakk Model V fitness watch. The new HealthTrakk Optima has replaced the HealthTrakk Model V. The Optima model features a wider range of band colors and new tracking features, including GPS for outdoor fitness activities. Try to embed any negative information in a positive context. In this example, the more complete description is less negative and emphasizes how the recipient can benefit from the change. Be careful, though: Use negative information in this type of message only if you’re reasonably sure the audience will respond positively. Otherwise, use the indirect approach (discussed in Chapter 11). If you are communicating with a customer, you might also want to use the body of your message to assure the person of the wisdom of his or her purchase (without being condescending or self-congratulatory). Using such favorable REAL-TIME UPDATES comments, often known as resale, is a good way to build cuslearn more BY reaDing This arTiCle tomer relationships. These comments are commonly included using Twitter for routine customer in acknowledgments of orders and other routine announcecommunication ments to customers, and they are most effective when they These 10 tips can help any company respond to the growing numare short and specific: The KitchenAid mixer you ordered is our best-selling model. It should meet your cooking needs for many years. ber of routine requests delivered on Twitter. Go to real-timeupdates .com/bct14 and select Learn More in the Students section. EnDIng wITh A CoURTEoUS CLoSE The close of routine replies and positive messages is usually short and simple because you’re leaving things on a neutral or positive note and not usually asking for the reader to do anything. Often, a simple thank you is all you need. However, if follow-up action is required or expected, use the close to identify who will do what and when that action will take place. For a quick reminder of the steps involved in writing routine replies and positive messages, see “Checklist: Writing Routine Replies and Positive Messages.” CHECKLIST In the close, make sure audience members understand what to do next and how that action will benefit them (if applicable). ✓ Writing routine replies and Positive messages A. Start with the main idea. ●● Be clear and concise. ●● Identify the single most important message before you start writing. B. Provide necessary details and explanation. ●● Explain your point completely to eliminate any confusion or lingering doubts. ●● Maintain a supportive tone throughout. Embed negative statements in positive contexts or balance them with positive alternatives. ●● Talk favorably about the choices the customer has made. C. End with a courteous close. ●● Let your readers know you have their personal wellbeing in mind. ●● If further action is required, tell readers how to proceed and encourage them to act promptly. ●● www.downloadslide.net 322 PART 4 Brief messages Common Examples of routine and Positive Messages 4 LEarninG OBJECTiVE Describe six common types of routine replies and positive messages. Most routine and positive messages fall into six main categories: answers to requests for information and action, grants of claims and requests for adjustment, recommendations, routine information, good-news announcements, and goodwill messages. AnSwERIng REqUESTS FoR InFoRMATIon AnD ACTIon Every professional answers requests for information and action from time to time. If the response is a simple yes or some other straightforward information, the direct approach is appropriate. A prompt, gracious, and thorough response will positively influence how people think about you and the organization you represent. When you’re answering requests and a potential sale is involved, you have three main goals: (1) to respond to the inquiry and answer all questions, (2) to leave your reader with a good impression of you and your firm, and (3) to encourage the future sale. gRAnTIng CLAIMS AnD REqUESTS FoR ADJUSTMEnT Responding to mistakes in a courteous, reader-focused way helps repair important business relationships. No company wants to make mistakes, but these events represent turning points in relationships with customers. If you handle the situation well, your customer is likely to be even more loyal than before because you’ve proven that you’re serious about customer satisfaction. However, if a customer believes that you mishandled a complaint, you’ll make the situation even worse. Dissatisfied customers often take their business elsewhere without notice and tell numerous friends, colleagues, and social media followers about the negative experience. A transaction that might be worth only a small amount by itself could cost you many times that in lost business. In other words, every mistake is an opportunity to improve a relationship. Your specific response to a customer complaint depends on your company’s policies for resolving such issues and your assessment of whether the company, the customer, or some third party is at fault. In general, take the following steps: ●● ●● ●● ●● ●● ●● To grant a claim when the customer is at fault, try to discourage future mistakes without insulting the customer. Acknowledge receipt of the customer’s claim or complaint. Sympathize with the customer’s inconvenience or frustration. Take (or assign) personal responsibility for setting matters straight. Explain precisely how you have resolved, or plan to resolve, the situation. Take steps to repair the relationship. Follow up to verify that your response was correct. In addition to taking these positive steps, maintain a professional demeanor. Don’t blame colleagues by name; don’t make exaggerated, insincere apologies; don’t imply that the customer is at fault; and don’t promise more than you can deliver. Communication about a claim is a delicate matter when the customer is clearly at fault. If you choose to grant the claim, open with that good news. However, the body needs special attention because you want to discourage similar claims in the future. Close in a courteous manner that expresses your appreciation for the customer’s business (see Figure 10.4). See “Checklist: Granting Claims and Adjustment Requests” to review the tasks involved in these kinds of business messages. PRovIDIng RECoMMEnDATIonS AnD REFEREnCES Recommendation letters are vulnerable to legal complications, so consult your company’s legal department before writing one. People who need endorsements from employers or colleagues (when applying for a job, for example) often request letters of recommendation. These messages used to be a fairly routine matter, but employment recommendations and references have raised some complex legal issues in recent years. Employees have sued employers and individual managers for providing negative information or refusing to provide letters of recommendation, and www.downloadslide.net Ch AP T E R 1 0 Writing routine and Positive messages 323 e v i t ec f f e n I (a) The salutation is cold and impersonal. (b) The tone is immediately accusatory, and the opening paragraph goes on to insult the customer for not following instructions. (c) The second paragraph finally delivers the good news but does so in a selfcongratulatory way that is likely to destroy whatever goodwill the gesture builds. (d) The concluding paragraph continues with the high-handed tone and ends on a negative note. e iv t c e ff E (a) The salutation is personal and respectful. (b) The writer opens by thanking the customer and then delivers the good news. (c) The second paragraph explains the cause of the problem and gently suggests that the customer could have prevented it, but does so without insulting or accusing. (d) The third paragraph offers a specific suggestion for the customer’s next purchase and does so in a positive way, then the closing ends the message on an upbeat, forward looking note. Figure 10.4 Responding to a Claim When the Buyer Is at Fault Responding to a claim when the buyer is at fault is a positive gesture, so the content and tone of the message need to reflect that. After all, there’s no point in fostering a positive relationship through actions but then undermining that through negative communication. Notice how the ineffective version sounds like a crabby parent who gives in to a child’s demand but sends a mixed message by being highly critical anyway. The effective version is much more subtle, letting the customer know how to take care of his skates, without blaming or insulting him. www.downloadslide.net 324 PART 4 CHECKLIST Brief messages ✓ granting Claims and adjustment requests A. Responding when your company is at fault ●● Be aware of your company’s policies in such cases before you respond. ●● For serious situations, refer to the company’s crisis management plan. ●● Start by acknowledging receipt of the claim or complaint. ●● Take or assign personal responsibility for resolving the situation. ●● Sympathize with the customer’s frustration. ●● Explain how you have resolved the situation (or plan to). ●● Take steps to repair the customer relationship. ●● Verify your response with the customer, and keep the lines of communication open. B. Responding when the customer is at fault ●● Weigh the cost of complying with or refusing the request. ●● If you choose to comply, open with the good news. ●● Use the body of the message to respectfully educate the customer about steps needed to avoid a similar outcome in the future. ●● Close with an appreciation for the customer’s business. C. Responding when a third party is at fault ●● Evaluate the situation and review your company’s policies before responding. ●● Avoid placing blame; focus on the solution. ●● Regardless of who is responsible for resolving the situation, let the customer know what will happen to resolve the problem. employers have sued other employers for failing to disclose negative information about job candidates. Before you write a letter of recommendation for a former employee or provide information in response to another employer’s background check, make sure you understand your company’s policies. The company may refuse to provide anything more than dates of employment and other basic details, for example.2 If you decide to write a letter of recommendation or respond to a request for information about a job candidate, your goal is to convince readers that the person being recommended has the characteristics necessary for the job, assignment, or other objective the person is seeking. A successful recommendation letter contains a number of relevant details (see Figure 10.5): ●● ●● ●● ●● ●● ●● The candidate’s full name The position or other objective the candidate is seeking The nature of your relationship with the candidate Facts and evidence relevant to the candidate and the opportunity A comparison of this candidate’s potential with that of peers, if available (for example, “Ms. Jonasson consistently ranked in the top 10 percent of our national salesforce.”) Your overall evaluation of the candidate’s suitability for the opportunity REAL-TIME UPDATES learn more BY visiTing This WeBsiTe Get expert tips on writing (or requesting) a letter of recommendation Find helpful advice on employment recommendations, academic recommendations, and character references. Go to real-timeupdates .com/bct14 and select Learn More in the Students section. Keep in mind that every time you write a recommendation, you’re putting your own reputation on the line. If the person’s shortcomings are so pronounced that you don’t think he or she is a good fit for the job, the only choice is to not write the letter at all. Unless your relationship with the person warrants an explanation, simply suggest that someone else might be in a better position to provide a recommendation. ShARIng RoUTInE InFoRMATIon When sharing routine information • State the purpose at the beginning and briefly mention the nature of the information you are providing • Provide the necessary details • End with a courteous close Many messages involve sharing routine information, such as project updates and order status notifications. Use the opening of these routine messages to state the purpose and briefly mention the nature of the information you are providing. Give the necessary details in the body, and end your message with a courteous close. Most routine communications are neutral, so you don’t have to take special steps in anticipation of emotional reactions from readers. However, some routine informative messages may require additional care. For instance, policy statements or procedural changes may be good news for a company, perhaps by saving money. But it may not be obvious to www.downloadslide.net Ch AP T E R 1 0 Writing routine and Positive messages 325 ‘/CFKUQP #PP#TDQT/+ VGN GOCKNKPHQ”RQKPVRTQOQPGV YYYRQKPVRTQOQPGV 0QXGODGT /U%NCTKEG)CKNG[ &KTGEVQTQH1RGTCVKQPU /E0CNN[CPF#UUQEKCVGU+PE 5QWVJICVG#XG #WIWUVC)# &GCT/U)CKNG[ .G%NGTEURGEKƂ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oU YTKVKPIEGPVGT*KUƃWGPE[KPVJTGGNCPIWCIGU ‘PINKUJ(TGPEJCPF*KPFK CPF VJQTQWIJMPQYNGFIGQHQVJGTEWNVWTGUYKNNOCMGJKOCPKOOGFKCVGEQPVTKDWVQTVQ [QWTKPVGTPCVKQPCNQRGTCVKQPU 6JGQRGPKPIENGCTN[UVCVGU VJGECPFKFCVGoUHWNNPCOGCPF VJGURGEKƂERWTRQUGQHVJG NGVVGT 6JGDQF[EQPVKPWGUYKVJURG EKƂEGZCORNGUVQUWRRQTVVJG YTKVGToURQUKVKXGGXCNWCVKQP /T$KUYCUKUCVJQWIJVHWNCPFECTGHWNRTQHGUUKQPCNYJQYKNNPQVJGUKVCVGVQ EQPVTKDWVGKFGCUYJGPKPXKVGFVQFQUQ+PCFFKVKQPDGECWUG/T$KUYCUNGCTPU SWKEMN[JGYKNNNGCTP[QWTEQORCP[oUTQWVKPGYKVJGCUG /T$KUYCUYKNNOCMGCPGZEGNNGPVCFFKVKQPVQ[QWTUVCHHCV/E0CNN[CPF #UUQEKCVGU+H+ECPRTQXKFGCP[CFFKVKQPCNKPHQTOCVKQPRNGCUGECNNOGCVVJG PWODGTCDQXG+H[QWRTGHGTVQEQOOWPKECVGD[GOCKNO[CFFTGUUKU CPIGNCANGENGTE”RQKPVRTQOQPGV 6JGENQUGUWOOCTK\GUVJG YTKVGToUTGEQOOGPFCVKQPCPF KPXKVGUHWTVJGTEQOOWPKECVKQP 5KPEGTGN[ #PIGNC.G%NGTE 8KEG2TGUKFGPV/CTMGVKPI Figure 10.5 Effective Recommendation Letter This letter clearly states the nature of the writer’s relationship to the candidate and provides specific examples to support the writer’s endorsements. employees that such savings may make additional employee resources available or even lead to pay raises. In instances in which the reader may not initially view the information positively, use the body of the message to highlight the potential benefits from the reader’s perspective. (For situations in which negative news will have a profound effect on the recipients, consider the indirect techniques discussed in Chapter 11.) AnnoUnCIng gooD nEwS To develop and maintain good relationships, smart companies recognize that it’s good business to spread the word about positive developments. Such developments can include opening new facilities, hiring a new executive, introducing new products or services, or sponsoring community events. Because good news is always welcome, use the direct approach (see Figure 10.6 on the next page). External good-news announcements are often communicated in a news release, also known as a press release, a specialized document used to share relevant information with the news media. (News releases are also used to announce negative news, such as plant closings.) In most companies, news releases are usually prepared or at least supervised by specially trained writers in the public relations department. The content follows the customary pattern for a positive message: good news followed by details and a positive close. However, traditional news releases have a critical difference: You’re not writing directly A news release, or press release, is a message (usually routine, but not always) designed to share information with the news media, although many are now written with customers and other stakeholders in mind as well. www.downloadslide.net 326 PART 4 Brief messages ThE FUTURE oF CoMMUnICATIon Communication Bots they’ll be able to contribute to conversations, such as finding background information that could help solve a problem colleagues are discussing, without anyone asking for their help. How far this bot revolution will go is anybody’s guess, but the appeal of this new generation of digital genies is undeniable. They are more connected to the systems that people use every day on the job, and they can reduce the need to navigate yet another website or learn yet another app in order to get something done. Instead, you just message your bot and let it figure out how to make things happen. To see a chatbot in action, check out BusCommBot, created by Courtland L. Bovée, one of the authors of this book. Log onto Facebook and search for Bovee & Thill’s Business Communication Blog, then on that page, select “Message” under the photo at the top of the page. WhaT’S YOur PrEDiCTiOn? Research the current state of bot communication to identify one way in which the technology is changing or has the potential to change business communication practices. Do you agree with the predictions the experts make? Why or why not? Sources: Kelly Evans,” “Chatbots Rise, and the Future May be ‘Re-written,’” CNBC, 10 April 2016, www.cnbc.com; Casey Newton, “The Search for the Killer Bot,” The Verge, 6 January 2016, www.theverge.com; Clint Boulton, “How Messaging Bots Will Change Workplace Productivity,” CIO, 1 February 2016, www .cio.com; Ben Brown, “Your New Digital Coworker,” Howdy blog, 20 October 2015, blog.howdy.ai; “Bot Users,” Slack, accessed 10 April 2016, www.slack.com; Molly McHugh, “Slack Is Overrun with Bots. Friendly, Wonderful Bots.” Wired, 21 August 2015, www.wired.com. Courtesy JetBlue Airways Corporation The bots are back. Automated bots (short for robots) made a small wave a decade or so ago when “chatbots” began appearing on websites to help companies handle online conversations with customers. Ikea’s Anna, perhaps the first chatbot to get widespread attention, was built to answer routine questions from customers looking for advice regarding the chain’s furniture products. Other chatbots followed, smartphones gained virtual “voicebot” assistants, and non-chatty bots continued to do automated work of various kinds on the Internet, but bots didn’t really take off as a mainstream technology. With advances in artificial intelligence and the growing use of messaging systems for both consumer and business communication, however, a new wave of bots as personal digital assistants has taken off. Microsoft CEO Satya Nadella goes so far as to say, “Bots are the new apps,” suggesting they’ll transform technology usage the same way mobile apps have. As bot capability is added to more messaging systems— through which a growing number of employees now conduct increasing amounts of their routine business communication—bots are finally entering the mainstream. Bots are wildly popular on the Slack messaging system, for example, where they can do everything from ordering lunch to monitoring the mood of team conversations. The Howdy bot, for example, can perform such tasks as simultaneously interviewing all the members of a project team to give the team leader a real-time status update. On Slack, bots are treated just like human team members in many ways—they can send and receive messages, be assigned tasks, and be invited to join specific groups and communication channels. As bots get better at understanding language, Figure 10.6 Announcing Good News Encouraging online conversations is an important element of brand socialization. In this Facebook post celebrating its inaugural flight from Boston to Detroit, JetBlue asked residents of Detroit to recommend their favorite places around the city. www.downloadslide.net Writing routine and Positive messages Ch AP T E R 1 0 to the ultimate audience (such as the readers of a blog or newspaper); you’re trying to spark the interest of an editor, reporter, blogger, or other intermediary in the hope that person will write a piece that carries your message to a larger audience. Until recently, news releases were crafted in a way to provide information to reporters, who would then write their own articles if the subject matter was interesting to their readers. Thanks to the Internet and social media, however, the nature of the news release is changing. Many companies now view it as a general-purpose tool for communicating directly with customers and other audiences, creating direct-to-consumer news releases.3 Many of these are considered social media releases because they include social networking links, “tweetables” (Twitter-ready statements that can be shared on Twitter at the click of a button), and other sharable content. 327 The social media release includes ready-to-share content that is easy to reuse in blog posts, tweets, and other social media formats. FoSTERIng gooDwILL All business messages should be written with an eye toward fostering positive relationships with audiences, but some messages are written specifically to build goodwill. You can use these messages to enhance your relationships with customers, colleagues, and other businesspeople by sending friendly, even unexpected, notes with no direct business purpose (see Figure 10.7). Whether you’re thanking an employee for a job well done or congratulating a colleague for a personal or professional achievement, the small effort to send a goodwill message can have a positive and lasting effect on the people around you. In addition to creating messages for a specific goodwill reason, you can craft almost any routine message in a way to build goodwill. Two ways to do so are by providing information that your readers might find helpful and by maintaining a positive tone throughout your message. Goodwill is the positive feeling that encourages people to maintain a business relationship. Many routine messages can be adapted to foster goodwill, either by sharing helpful information or providing an element of entertainment. Sending Congratulations Courtesy of Steinway & Sons One prime opportunity for sending goodwill messages is to congratulate individuals or companies for significant business achievements. Other reasons for sending congratulations include highlights in people’s personal lives, such as weddings, births, graduations, and success in nonbusiness competitions. You may congratulate business acquaintances on their own achievements or on the accomplishments of a family member. You may also take note of personal events, even if you don’t know the reader well. If you’re already friendly with the reader, a more personal tone is appropriate. Figure 10.7 Goodwill Messages Goodwill messages serve a variety of business functions. Fans who follow Steinway on Facebook love great pianos and great piano music. In this post the company offers its fan community something of value—a playlist of relaxing piano music as a Monday mood booster. The post doesn’t attempt to sell anything (the “Buy” link shown in the video capture is for the album itself and isn’t part of Steinway’s message). It’s just a way of fostering goodwill among fellow music lovers. Taking note of significant events in someone’s personal life helps foster your business relationship. MOBiLE aPP Looking for the special touch of a printed letter but have only your phone? Lettrs converts your digital message to print and puts it in the mail for you. www.downloadslide.net 328 PART 4 Brief messages Sending Messages of appreciation An effective message of appreciation documents a person’s contributions. An important leadership quality is the ability to recognize the contributions of employees, colleagues, suppliers, and other associates. Your praise does more than just make the person feel good; it encourages further excellence. Moreover, a message of appreciation may become an important part of someone’s personnel file. So when you write a message of appreciation, try to specifically mention the person or people you want to praise. The brief message that follows expresses gratitude and reveals the happy result: Thank you and everyone on your team for the heroic efforts you took to bring our servers back up after last Friday’s flood. We were able to restore business right on schedule first thing Monday morning. You went far beyond the level of contractual service in restoring our data center within 16 hours. I would especially like to highlight the contribution of networking specialist Julienne REAL-TIME UPDATES Marks, who worked for 12 straight hours to reconnect our Inlearn more BY reaDing This arTiCle ternet service. If I can serve as a reference in your future sales Simple rules for writing effective activities, please do not hesitate to ask. thank-you notes These tips are easy to adapt to any business or social occasions in which you need to express appreciation. Go to real-timeupdates .com/bct14 and select Learn More in the Students section. Hearing a sincere thank you can do wonders for morale.4 Moreover, in today’s digital media environment, a handwritten thank-you note can be a particularly welcome acknowledgment.5 Offering Condolences The primary purpose of condolence messages is to let the audience know that you and the organization you represent care about the person’s loss. Keep your condolence message focused on the recipient, not your own emotions, and don’t offer “life advice” or trite sayings. Condolence letters are brief personal messages written to comfort someone after the death of a loved one. You may have occasion to offer condolences to employees or other business associates (when the person has lost a family member) or to the family of an employee or business associate (when that person has died). These messages can feel intimidating to write, but they don’t need to be. Follow these three principles: short, simple, and sincere. You don’t need to produce a work of literary art; the fact that you are writing sends a message that is as meaningful as anything you can say. Timing and media choice are important considerations with condolence letters. The sooner your message is received, the more comforting it will be, so don’t delay. And unless circumstances absolutely leave you no choice, avoid using email or another digital medium. A brief, handwritten note on quality stationery is the way to go. Open a condolence message with a simple expression of sympathy, such as “I am deeply sorry to hear of your loss” or “I am sorry for your loss.” How you continue from there depends on the circumstances and your relationships with the deceased and the person to whom you are writing. For example, if you are writing to the husband of a colleague who recently died and you have never met him, you might continue with “Having worked with Janice for more than a decade, I know what a kind and caring person she was.” Such a statement accomplishes two goals: explaining why you in particular are writing and letting the recipient know that his loved one was appreciated in the workplace. Conversely, if you are writing to a colleague who recently lost a loved one, you might continue with “After meeting Warren at last year’s company picnic and hearing your stories about his involvement with your son’s soccer league and the many other ways he contributed to his community, I know what a special person he was.” Sharing brief and positive memories like this adds meaning and depth to your expression of sympathy. You can conclude with a simple statement such as “My thoughts are with you during this difficult time.” If appropriate for the situation and your relationship, you might also include an offer of assistance. “Please call if there is anything I do for you.” As you decide what to include in the message, keep two points in mind. First, make it a personal expression of sympathy, but don’t make the whole message about you and your sense of loss. You might be grieving as well, but unless you, the deceased, and the reader were all personally close, don’t say things like “I was so devastated to hear the news about Kalinda.” Second, don’t offer “life advice,” and don’t include trite sayings that you may have heard or read. At this point, soon after the loss, the recipient doesn’t want your advice, www.downloadslide.net Ch AP T E R 1 0 Writing routine and Positive messages 329 only your sympathy. Also, don’t bring religion into the discussion unless you have a close personal relationship with the recipient and religion is already a part of it. Otherwise, you risk offending with unwelcome or inappropriate sentiments. Condolence letters are the most personal business messages you may ever have to write, so they require the utmost in care and respect for your reader. By keeping the messages simple, short, and sincere, you will be able to achieve the right tone. To review the tasks involved in writing goodwill messages, see “Checklist: Sending Goodwill Messages.” For the latest information on writing routine and positive messages, visit real-timeupdates.com/bct14. CHECKLIST ✓ sending goodwill messages Be sincere and honest. ●● Don’t exaggerate or use vague, grandiose language; support positive statements with specific evidence. ●● Use congratulatory messages to build goodwill with clients and colleagues. ●● CommuniCaTion Challenges aT Send messages of appreciation to emphasize how much you value the work of others. ●● When sending condolence messages, open with a brief statement of sympathy, then adapt your message based on the circumstances and your relationship with the recipient. ●● Productivity report You’ve joined Productivity Report as a freelance researcher and writer, helping Jill Duffy educate technology users on productivity and effective workplace communication. Use what you’ve learned in this and previous chapters to address these challenges. INDIVIDUAL CHALLENGE: You’ve probably seen the acronym tl;dr in online discussions, which means “too long; didn’t read.” Web surfers, particularly those who are accessing content on mobile devices, crave concise articles they can absorb in a minute or two (maybe three). Find one of the articles in the Productivity category on Productivity Report and summarize it in 250 to 300 words—roughly what the average adult can read in one minute. TEAM CHALLENGE: Duffy wrote a series of articles for Productivity Report titled “What’s Wrong with Email” from which she would like to extract a series of “tweetable” teasers. Find these articles on the website and divide them among the members of your team. Evaluate each article and find three to five key points that you can convey as 140-character tweets. Assemble your collection of tweetables in a brief report, including one introductory tweet for the whole series. www.downloadslide.net 11 Writing negative messages learning oBJeCTives 1 Apply the three-step writing process to negative messages. how to effectively use the direct approach 2 Explain when conveying negative news. how to effectively use the indirect approach 3 Explain when conveying negative news. the importance of maintaining high standards of 4 Explain ethics and etiquette when delivering negative messages. successful strategies for sending negative 5 Describe messages on routine business matters. the important points to consider when conveying 6 List negative organizational news. 7 Describe successful strategies for sending negative employment-related messages. MyLab BusinessCommunication® Improve Your Grade! More than 10 million students improved their results using Pearson MyLabs. Visit mybcommlab.com for simulations, tutorials, and end-ofchapter problems. COMMuniCaTiOn CLOSE-uP aT hailo www.hailoapp.com No one likes to hear about price increases, whether it’s college tuition, your favorite Thai food, or a ride in a taxi. Unfortunately, price increases are a fact of life in business as costs increase or business conditions change. At the same time, consumers don’t like to be kept waiting when they want something. And when that something is a taxi ride to an important meeting or a favorite restaurant, consumers really don’t like to wait. This was the dilemma facing Hailo, a cab-hailing service based in London and now operating in many cities around the world. Hailo’s business model is based on simplifying the process of getting a taxi. The company connects taxi drivers and passengers through a GPS-enabled smartphone app that lets passengers hail a cab simply by tapping their screens, similar to the apps used by Uber and other ride-sharing services. A driver in the vicinity can choose to make the pickup, and the passenger can then follow the taxi’s progress on screen as it approaches. For the thousands of taxi drivers who have registered with the service, Hailo offers the opportunity to gain more business without waiting by the curb at busy locations or cruising streets waiting for a people to flag them down. For passengers, Hailo simplifies the process of finding a cab, because drivers come directly to them; no more standing in the street Paul Thompson Images/Alamy Stock Photo After studying this chapter, you will be able to In an attempt to balance the needs of passengers and taxi drivers during peak periods, the cab-hailing service Hailo announced a higher minimum fare via an email message to registered users. 341 www.downloadslide.net 342 PART 4 Brief messages hoping an available taxi will pass by or waiting in line at long taxi ranks. Hailo’s growth suggests that drivers and passengers alike find value in the service. In fact, Hailo was recently tagged as the fastest-growing technology startup in the United Kingdom. As popular as it is, though, there are times when the service doesn’t operate to everyone’s complete satisfaction. For example, a driver can respond to a Hailo request and on the way to the pickup pass by several people in the street trying to flag him or her down, only to discover that the Hailo customer just wants to be hauled a few hundred yards down the street to the next club or shop. The result is a double loss for the driver—unpaid time driving to the pickup location and the missed opportunity of potentially higher fares from those would-be customers passed along the way. If drivers suspect that a potential passenger will want only a short ride, they are more likely not to respond to the request, because the short ride won’t compensate for the time they have to invest. This phenomenon can be troublesome for the system as a whole during peak hours, when more passengers are trying to use it. To keep its app users happy, Hailo wants as many drivers as possible to participate during peak times. To encourage drivers to pick up more Hailo customers, it guarantees drivers a minimum amount of revenue for every Hailo rider they pick up. To boost driver participation, Hailo recently decided to increase the minimum fare passengers must pay during certain hours. Such news would be welcomed by drivers, of course, but not by those passengers accustomed to using the service for short hops around town. Hailo announced the change in an email message to its customers, but it didn’t just blurt out the news. Instead, it took the indirect approach, which you’ll learn to use in this chapter. The email message started with a reader benefit, explaining that to increase the availability of cabs, the company was modifying its minimum fares. The message then provided a reminder of how Hailo works—and how it works best if it works well for both drivers and passengers. With that reasoning in place, the message moved on to deliver the unwelcome news about increases in the minimum fare during peak hours. The message ended on a positive note, pointing out that the increase wouldn’t affect the majority of customers because most London cab rides already cost more than that amount. The message was a classic example of how to prepare readers, logically and emotionally, before delivering bad news.1 using the Three-Step Writing Process for negative Messages You may never have to share unwelcome pricing news with customers, as Hailo (profiled in the chapter-opening Communication Close-Up) did, but you will have to share unwelcome news at many points in your career. Communicating negative information is a fact of life for all business professionals, whether it’s saying no to a request, sharing unpleasant or unwelcome information, or REAL-TIME UPDATES issuing a public apology. With the techniques you’ll learn in learn more BY reaDing This arTiCle this chapter, however, you can successfully communicate a better way to say no unwelcome news while minimizing unnecessary stress for Executive Beth Brady’s advice starts with “Say no with everyone involved. a comma, not a period.” Go to real-timeupdates.com/bct14 and Depending on the situation, you can have as many as five select Learn More in the Students section. distinct goals when communicating negative information: (1) to convey the bad news, (2) to gain acceptance of the bad Negative messages can have as news, (3) to maintain as much of your audience’s goodwill as possible, (4) to maintain a many as five goals: good image for your organization, and, if appropriate, (5) to reduce or eliminate the need • Give the bad news for future correspondence on the matter. Five goals are clearly a lot to accomplish in one • Ensure acceptance of the bad message, so careful planning and execution are particularly critical with negative messages. 1 LEarninG OBJECTiVE Apply the three-step writing process to negative messages. news • Maintain the reader’s goodwill • Maintain the organization’s good image • Minimize or eliminate future correspondence on the matter, as appropriate Understanding your readers’ concerns helps you be sensitive their needs while delivering an effective message. STEP 1: PLAnnIng A nEgATIvE MESSAgE When you need to convey negative news, you can’t avoid the fact that your audience does not want to hear what you have to say. To minimize the damage to business relationships and to encourage the acceptance of your message, analyze the situation carefully so you can better understand the context in which the recipient will process your message. Be sure to consider your purpose thoroughly—whether it’s straightforward (such as rejecting a job applicant) or more complicated (such as drafting a negative performance review, in which you not only give the employee feedback on past performance but also help the person develop a plan to improve future performance). With a clear purpose and www.downloadslide.net Ch AP T E R 1 1 Writing negative messages your audience’s needs in mind, identify and gather the information your audience requires in order to understand and accept your message. Negative messages can be intensely personal to the recipient, and recipients often have a right to expect a thorough explanation of your answer. Selecting the right medium and channel is also important. For instance, bad news for employees should be delivered in person whenever possible. This helps guard their privacy, demonstrates respect, and gives them an opportunity to ask questions. Doing so isn’t always possible or feasible, though, so there will be times when you need to share important negative information through written or digital media. Defining your main idea in a negative message is often more complicated than simply saying no. For instance, if you need to respond to a hardworking employee who requested a raise, your message might go beyond saying no to explaining how she can improve her performance by working smarter, not just harder. Finally, the organization of a negative message requires particular care. One of the most critical planning decisions is choosing whether to use the direct or indirect approach (see Figure 11.1). A negative message using the direct approach opens with the bad news, proceeds to the reasons for the situation or the decision, and ends with a positive statement aimed at maintaining a good relationship with the audience. In contrast, the indirect approach opens with the reasons behind the bad news before presenting the bad news itself. To help decide which approach to take in a particular situation, ask yourself the following questions: ●● ●● Do you need to get the reader’s attention immediately? If the situation is an emergency, or if someone has ignored repeated messages, the direct approach can help you get attention quickly. Does the recipient prefer a direct style of communication? Some recipients prefer the direct approach no matter what, so if you know this, go with direct. .QY’OQVKQPCN+PXQNXGOGPV &KTGEV #RRTQCEJ *KIJ’OQVKQPCN+PXQNXGOGPV+PFKTGEV #RRTQCEJ 5RGEKƂERWTRQUG6QKPHQTOGORNQ[GGUVJCV VJGHTGGEQHHGGUVCVKQPUQPGCEJƃQQTCTGDGKPI TGOQXGFVQUCXGOQPG[ 5RGEKƂERWTRQUG6QKPHQTOGORNQ[GGUVJCV VJG6TKVQPRTQLGEVQPGQHVJGPGYRTQFWEVU EWTTGPVN[KPFGXGNQROGPVKUDGKPIECPEGNGF + #PPQWPEGVJCVVJGEQHHGGUVCVKQPUCTG DGKPITGOQXGF ++ ‘ZRNCKPVJCVVJGEJCPIGKURCTVQHCP GHHQTVVQJGNRVJGEQORCP[CXQKFVGORQTCT[ UCNCT[TGFWEVKQPUFWTKPIVJGUNQYGEQPQO[ 6JGDCFPGYU 4GCUQPKPI + 4GOKPFGORNQ[GGUQHVJGEQORCP[oU UVTCVGI[QHRGTKQFKECNN[TGXKGYKPIEQUVCPF TGXGPWGRTQLGEVKQPUHQTGXGT[PGYRTQFWEV WPFGTFGXGNQROGPV ++ &GUETKDGTGEGPVKPETGCUGUKPOCVGTKCNEQUVU VJCVYKNNCHHGEVVJGOCPWHCEVWTKPIEQUVUQH CNNVJGEQORCP[oURTQFWEVU $WHHGT 4GCUQPKPI +++ ‘ZRNCKPVJCVEQHHGGCPFHTWKVYKNNDG CXCKNCDNGHQTRWTEJCUGVJTQWIJQWVVJGFC[ KPVJGGORNQ[GGECHGVGTKCQPVJGƂTUVƃQQT #FFKVKQPCNKPHQ +8 /GPVKQPtKPCPWRDGCVYC[tVJCVVJGYCNM WRCPFFQYPVJGUVCKTUYKNNJGNRGORNQ[GGU TGGPGTIK\GYJGPVJG[PGGFCDTGCM 2QUKVKXGCPING +++ &GUETKDGVJGTGEGPVGPVT[KPVQVJGOCTMGV QHCPGYEQORGVKVQTYJQUGRTKEGU UKIPKƂECPVN[WPFGTEWVVJGRTQLGEVGFTGVCKN RTKEGQHVJG6TKVQPRTQFWEV 8 ‘ZRNCKPVJCVVJGOCPCIGOGPVVGCOYKNN TGXKGYRTQƂVNGXGNUSWCTVGTD[SWCTVGTVQ UGGKHVJGEQHHGGUVCVKQPUECPDGRWVDCEM #FFKVKQPCNKPHQ +8 ‘ZRNCKPVJCVDGVYGGPVJGUGHQTEGUVJG6TKVQP RTQLGEVPQNQPIGTNQQMUNKMGCRTQƂVCDNG RTQFWEVHQTVJGEQORCP[VQRWTUWG 6JGDCFPGYU 8 #PPQWPEGVJCVVJGRTQLGEVKUDGKPI ECPEGNNGFGHHGEVKXGKOOGFKCVGN[ 2QUKVKXGCPING 8+ 6JCPMGXGT[QPGHQTVJGKTEQPVKPWGFGHHQTVU VQDQQUVUCNGUCPFEWVEQUVUYKVJQWT EQODKPGFGHHQTVUYGYKNNIGVVJTQWIJVJKU UNQYRGTKQFCPFTGVWTPVQUQNKFITQYVJ CUUQQPCURQUUKDNG 4GURGEVHWNENQUG 8+ ‘ZRNCKPVJCVOCPCIGOGPVKUEWTTGPVN[ FGEKFKPIYJGTGVQTGFGRNQ[VJG6TKVQPUVCHH VJGKTLQDUCTGUCHG 4GCUQPKPI 4GURGEVHWNENQUG 8++6JCPMCNNVJGGORNQ[GGUQPVJG6TKVQPVGCO HQTVJGKTEQOOKVOGPVCPFGHHQTVGORJCUK\G VJGUVTQPIRTQURGEVUHQTVJGEQORCP[oU QVJGTPGYRTQFWEVU Figure 11.1 Comparing the Direct and Indirect Approaches for Negative Messages The direct and indirect approaches differ in two important ways: the position of the bad news within the sequence of message points and the use of a buffer in the indirect approach. (“Using the Indirect Approach for Negative Messages” on page 347 explains the use of a buffer.) Both these messages deal with changes made in response to negative financial developments, but the second example represents a much higher emotional impact for readers, so the indirect approach is called for in that case. Figure 11.2 on the next page explains how to choose the right approach for each situation. 343 When preparing negative messages, choose the medium and channel with care. Appropriate organization helps readers accept your negative news. You need to consider a variety of factors when choosing between direct and indirect approaches for negative messages. www.downloadslide.net 344 PART 4 Brief messages ●● ●● How important is this news to the reader? For minor or routine scenarios, the direct approach is nearly always best. However, if the reader has an emotional investment in the situation or the consequences to the reader are considerable, the indirect approach is often better, particularly if the bad news is unexpected. Will the bad news come as a shock? The direct approach is fine for many business situations in which people understand the possibility of receiving bad news. However, if the bad news might come as a shock to readers, use the indirect approach to help them prepare for it. Figure 11.2 offers a convenient decision tree to help you decide which approach to use. STEP 2: wRITIng A nEgATIvE MESSAgE Writing clearly and sensitively helps take some of the sting out of bad news. Protect your audience’s pride by using language that conveys respect. By writing clearly and sensitively, you can take some of the sting out of bad news and help your reader accept the decision and move on. If your credibility hasn’t already been established with an audience, clarify your qualifications so recipients won’t question your authority or ability. When you use language that conveys respect and avoids an accusing tone, you protect your audience’s pride. This kind of communication etiquette is always important, but it demands special care with negative messages. Moreover, you can ease the sense of disappointment by using positive words rather than negative, counterproductive ones (see Table 11.1). STEP 3: CoMPLETIng A nEgATIvE MESSAgE The need for careful attention to detail continues as you complete your message. Revise your content to make sure everything is clear, complete, and concise. Even small flaws are likely to be magnified in readers’ minds as they react to the negative news, because they can create #PCN[\GVJGUKVWCVKQPCPFVJG OGUUCIG[QWJCXGVQFGNKXGT 7UGVJG&KTGEV #RRTQCEJ ;GU 1RGPYKVJVJG PGICVKXGPGYU )KXGTGCUQPUHQT VJGUKVWCVKQPQT FGEKUKQP +UVJKUCP GOGTIGPE[QTFQ [QWPGGFVQIGV UQOGQPGoU CVVGPVKQP! 7UGVJG+PFKTGEV #RRTQCEJ 1RGPYKVJCDWHHGT $WKNFWRVJGTGCUQPU HQTVJGUKVWCVKQP QTFGEKUKQP 0Q ;GU 1HHGTCP[CFFKVKQPCN KPHQTOCVKQPVJCVYKNN JGNRVJGCWFKGPEG %NQUGQPC TGURGEVHWNPQVG &Q[QWMPQYVJCV VJGCWFKGPEGCNYC[U RTGHGTUVJGFKTGEV CRRTQCEJ! 2TGUGPVVJG PGICVKXGPGYU 1HHGTCP[CFFKVKQPCN KPHQTOCVKQPVJCVYKNN JGNRVJGCWFKGPEG 0Q .QY *QYKORQTVCPVKU VJKUKUUWGVQVJG CWFKGPEG! *KIJ %NQUGQPC TGURGEVHWNPQVG /GFKWO 0Q 9KNNVJGPGYU EQOGCUCUJQEM! ;GU Figure 11.2 Choosing the Direct or Indirect Approach Following this decision tree will help you decide whether the direct or indirect approach is better in a given situation. Of course, use your best judgment as well. Your relationship with the audience, for example, could affect your choice of approaches. www.downloadslide.net Ch AP T E R 1 1 TABLE 11.1 Writing negative messages 345 Choosing Positive words Examples of negative Phrasings Positive alternatives Your request doesn’t make any sense. Please clarify your request. The damage won’t be fixed for a week. The item will be repaired next week. Although it wasn’t our fault, there will be an unavoidable delay in your order. We will process your order as soon as we receive an aluminum shipment from our supplier, which we expect within 10 days. You are clearly dissatisfied. I recognize that the product did not live up to your expectations. I was shocked to learn that you’re unhappy. Thank you for sharing your concerns about your shopping experience. The enclosed statement is wrong. Please verify the enclosed statement and provide a correct copy. the impression that you are careless or incompetent. Produce clean, professional documents and proofread carefully to eliminate mistakes. Finally, be sure to deliver messages promptly; withholding or delaying bad news can be unethical, even illegal. See Figure 11.3 on the next page for a message that conveys negative information clearly and concisely. using the Direct approach for negative Messages A negative message using the direct approach opens with the bad news, proceeds to the reasons for the situation or the decision, and ends with a positive statement aimed at maintaining a good relationship with the audience. Depending on the circumstances, the message may also offer alternatives or a plan of action to fix the situation under discussion. Stating the bad news at the beginning can have two advantages: It makes a shorter message possible, and it allows the audience to reach the main idea of the message in less time. oPEnIng wITh A CLEAR STATEMEnT oF ThE BAD nEwS 2 LEarninG OBJECTiVE Explain how to effectively use the direct approach when conveying negative news. Use the direct approach when your negative answer or information will have minimal personal impact. No matter what the news is, come right out and say it, but maintain a calm, professional tone that keeps the focus on the news and not on individual failures or other personal factors. Also, if necessary, explain or remind the reader why you’re writing. PRovIDIng REASonS AnD ADDITIonAL InFoRMATIon In most cases, follow the direct opening with an explanation of why the news is negative. The extent of your explanation depends on the nature of the news and your relationship with the reader. For example, if you want to preserve a long-standing relationship with an important customer, a detailed explanation could well be worth the extra effort such a message would require. However, you will encounter some situations in which explaining negative news is neither appropriate nor helpful, such as when the reasons are confidential, excessively complicated, or irrelevant to the reader. To maintain a cordial working relationship with the reader, you might want to explain why you can’t provide the information. Should you apologize when delivering bad news or responding to negative situations? The answer isn’t quite as simple as one might think, partly because the notion of apology is hard to pin down. To some people, it simply means an expression of sympathy that something negative has happened to another person. At the other extreme, it means admitting fault and taking responsibility for specific compensations or corrections to atone for the mistake. Some experts have advised that a company should never apologize, even when it knows it has made a mistake, because the apology might be taken as a confession of guilt that could be used against the company in a lawsuit. However, several states have laws that specifically prevent expressions of sympathy from being used as evidence of legal liability. In fact, judges, juries, and plaintiffs tend to be more forgiving of companies that express The amount of detail you should provide depends on your relationship with the audience. Apologies can have legal ramifications, but refusing to apologize out of fear of admitting guilt can damage a company’s relationships with its stakeholders. www.downloadslide.net 346 PART 4 Brief messages 2NCP 9TKVG %QORNGVG #PCN[\GVJG5KVWCVKQP #FCRVVQ;QWT#WFKGPEG 4GXKUGVJG/GUUCIG 8GTKH[VJCVVJGRWTRQUGKUVQ FGENKPGCTGSWGUVCPFQHHGT CNVGTPCVKXGUCWFKGPEGKUNKMGN[ VQDGUWTRTKUGFD[VJGTGHWUCN #FLWUVVJGNGXGNQHHQTOCNKV[ DCUGFQP[QWTFGITGGQH HCOKNKCTKV[YKVJVJGCWFKGPEG OCKPVCKPCRQUKVKXGTGNCVKQPUJKR D[WUKPIVJGp[QWqCVVKVWFG RQNKVGPGUURQUKVKXGGORJCUKU CPFDKCUHTGGNCPIWCIG ‘XCNWCVGEQPVGPVCPFTGXKGY TGCFCDKNKV[VQOCMGUWTGVJG PGICVKXGKPHQTOCVKQPYQPoVDG OKUKPVGTRTGVGFOCMGUWTG[QWT VQPGUVC[URQUKVKXGYKVJQWV DGKPICTVKƂ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ƂTOKPQWTEQOOKVOGPVVQ[QW2TGUKFGPV9QHHQTFCPFVQVJGƂPG UVWFGPVU[QWTGRTGUGPV6JTQWIJQWTKPVGTPUJKRRTQITCOCECFGOKETGUGCTEJ ITCPVUCPFQVJGTKPKVKCVKXGUYGYKNNEQPVKPWGVQDGCUVTQPIEQTRQTCVGRCTVPGT VQ9JKVVKGT%QNNGIGCPFYKNNUWRRQTV[QWTGHHQTVUCU[QWOQXGHQTYCTF 5KPEGTGN[ 5JGRTQXKFGUCOGCPKPIHWN TGCUQPHQTVJGPGICVKXG TGURQPUGYKVJQWVCRQNQIK\KPI DGECWUGVJGEQORCP[KUPQV CVHCWNV *GTENQUGGORJCUK\GUVJG KORQTVCPEGQHVJGTGNCVKQPUJKR CPFVJGEQORCP[oUEQPVKPWKPI EQOOKVOGPV /C[;GG-YCP 2WDNKE4GNCVKQPU&KTGEVQT Figure 11.3 Effective Letter Declining a Routine Request In declining a college’s request to use her company’s facilities, May Yee Kwan took note of the fact that her company has a long-standing relationship with the college and wants to maintain that positive relationship. Because the news is unexpected based on past experience, she chose an indirect approach to build up to her announcement. www.downloadslide.net Ch AP T E R 1 1 Writing negative messages 347 sympathy for wronged parties. Moreover, a sincere, effective apology can help repair—and even improve—a company’s reputation.2 Creating an effective apology involves four key decisions.3 First, the apology should be delivered by someone whose position in the organization corresponds with the gravity of the situation. The CEO doesn’t need to apologize for a late package delivery, but he or she does need to be the public face of the company when a major problem occurs. Second, the apology needs to be real. Don’t say “I’m sorry if anyone was offended.” The conditional if implies that you’re not sorry at all and that it’s the other party’s fault for being offended.4 Third, apologies need to be delivered quickly, particularly in the social media age. A fast response makes the message more meaningful to the affected parties, and it helps the company maintain some control over the story, rather than reacting to social media outrage. Fourth, media and channel choices are crucial. The right choice can range from a private conversation to a written message posted or distributed online to a public press conference, depending on the situation. Note that you can also express sympathy with someone’s REAL-TIME UPDATES plight without suggesting that you are to blame. For example, learn more BY reaDing This arTiCle if a customer damaged a product through misuse and sufin-depth advice on issuing an apology fered a financial loss as a result of not being able to use the Balance the needs of all affected stakeholders with product, you can say something along the lines of “I’m sorry these timely tips. Go to real-timeupdates.com/bct14 and select to hear of your difficulties.” This approach demonstrates senLearn More in the Students section. sitivity without accepting blame. CLoSIng on A RESPECTFUL noTE After you’ve explained the negative news, close the message in a manner that respects the impact the news is likely to have on the recipient. If appropriate, consider offering your readers an alternative solution if you can and if doing so is a good use of your time. Look for opportunities to include positive statements, but avoid creating false hopes or writing in a way that seems to suggest to the recipient that something negative didn’t happen. Ending on a false positive can leave readers feeling “disrespected, disregarded, or deceived.”5 In situations where you’re responding after a mistake was made, an important aspect of a respectful close is describing the actions being taken to avoid similar mistakes in the future. Offering such explanations can underline the sincerity of an apology because doing so signals that the person or organization is serious about not repeating the error. using the indirect approach for negative Messages The indirect approach helps prepare readers for the bad news by presenting the reasons for it first. However, the indirect approach is not meant to obscure bad news, delay it, or limit your responsibility. Rather, the purpose of this approach is to ease the blow and help readers accept the situation. When done poorly, the indirect approach can be disrespectful and even unethical. But when done well, it is a good example of audience-oriented communication crafted with attention to ethics and etiquette. Showing consideration for the feelings of others is never dishonest. 3 LEarninG OBJECTiVE Explain how to effectively use the indirect approach when conveying negative news. Use the indirect approach when some preparation will help your audience accept your bad news. oPEnIng wITh A BUFFER Messages using the indirect approach open with a buffer: a neutral statement that establishes common ground with the reader without revealing the main idea (refer to Figure 11.1). A good buffer can express your appreciation for being considered (if you’re responding to a request), assure the reader of your attention to the request, or indicate your understanding of the reader’s needs. A good buffer also needs to be relevant and sincere. A well-written buffer establishes common ground with the reader. www.downloadslide.net 348 PART 4 Brief messages Poorly written buffers mislead or insult the reader. In contrast, a poorly written buffer might trivialize the reader’s concerns, divert attention from the problem with insincere flattery or irrelevant material, or mislead the reader into thinking your message actually contains good news. Consider these possible responses to a manager of the order-fulfillment department who requested some temporary staffing help from your department (a request you won’t be able to fulfill): Our department shares your goal of processing orders quickly and efficiently. Establishes common ground with the reader and validates the concerns that prompted the original request—without promising a positive answer As a result of the last downsizing, every department in the company is running shorthanded. Establishes common ground, but in a negative way that downplays the recipient’s concerns You folks are doing a great job over there, and I’d love to be able to help out. Potentially misleads the reader into concluding that you will comply with the request Those new state labor regulations are driving me mad over here; how about in your department? Trivializes the reader’s concerns by opening with an irrelevant issue Only the first of these buffers can be considered effective; the other three are likely to damage your relationship with the other manager—and lower his or her opinion of you. Table 11.2 shows several types of effective buffers you could use to tactfully open a negative message. PRovIDIng REASonS AnD ADDITIonAL InFoRMATIon Phrase your reasons to signal the negative news ahead. Don’t hide behind “company policy” when you deliver bad news; present logical answers instead. TABLE 11.2 Buffer An effective buffer serves as a transition to the next part of your message, in which you build up the explanations and information that will culminate in your negative news. An ideal explanation section leads readers to your conclusion before you come right out and say it. In other words, the reader has followed your line of reasoning and is ready for the answer. By giving your reasons effectively, as Hailo did in its email message (see page 342), you help maintain focus on the issues at hand and defuse the emotions that always accompany significantly bad news. As much as possible, avoid hiding behind company policy to cushion your bad news. If you say, “Company policy forbids our hiring anyone who does not have two years’ Types of Buffers Strategy Example Agreement Find a point on which you and the reader share similar views. We both know how hard it is to make a profit in this industry. Appreciation Express sincere thanks for receiving something. Your check for $127.17 arrived yesterday. Thank you. Cooperation Convey your willingness to help in any way you realistically can. Employee Services is here to assist all associates with their health insurance, retirement planning, and continuing education needs. Fairness Assure the reader that you’ve closely examined and carefully considered the problem, or mention an appropriate action that has already been taken. For the past week, we have had our bandwidth monitoring tools running around the clock to track your upload and download speeds. Good news Start with the part of your message that is favorable. We have credited your account in the amount of $14.95 to cover the cost of return shipping. Praise Find an attribute or an achievement to compliment. The Stratford Group has an impressive record of accomplishment in helping clients resolve financial reporting problems. Resale Favorably discuss the product or company related to the subject of the letter. With their heavy-duty, full-suspension hardware and fine veneers, the desks and file cabinets in our Montclair line have long been popular with value-conscious professionals. Understanding Demonstrate that you understand the reader’s goals and needs. So that you can more easily find the printer with the features you need, I have attached a brochure that describes the full line of Epson printers. www.downloadslide.net Ch AP T E R 1 1 Writing negative messages 349 supervisory experience,” you imply that you won’t consider anyone on his or her individual merits. By sharing the reasons behind the policy (if appropriate in the circumstances), you can give readers a more satisfying answer. Consider this response to an applicant: Because these management positions are quite challenging, the human resources department has researched the qualifications needed to succeed in them. The findings show that the two most important qualifications are a bachelor’s degree in business administration and two years’ supervisory experience. Shows the reader that the decision is based on a methodical analysis of the company’s needs and not on some arbitrary guideline Establishes the criteria behind the decision and lets the reader know what to expect This paragraph does a good job of stating reasons for the refusal: ●● ●● ●● ●● ●● It provides enough detail to logically support the refusal. It implies that the applicant is better off avoiding a program in which he or she might fail. It shows that the company’s policy is based on experience and careful analysis. It doesn’t offer an apology for the decision because no one is at fault. It avoids negative personal expressions (such as “You do not meet our requirements”). Well-written reasons are • Detailed • Tactful • Individualized • Unapologetic if no one is at fault • Positive Even valid, well-thought-out reasons won’t convince every reader in every situation. However, if you’ve done a good job of laying out your reasoning, you’ve done everything you can to prepare the reader for the main idea, which is the negative news itself. ConTInUIng wITh A CLEAR STATEMEnT oF ThE BAD nEwS After you’ve thoughtfully and logically established your reasons and readers are prepared to receive the bad news, you can use three techniques to convey the negative information as clearly and as kindly as possible. First, deemphasize the bad news: ●● ●● ●● Minimize the space or time devoted to the bad news—without trivializing it or withholding any important information. Subordinate bad news in a complex or compound sentence (“My department is already shorthanded, so I’ll need all my staff for at least the next two months”). This construction presents the bad news in the middle of the sentence, the point of least emphasis. Place bad news in the middle of a paragraph or use parenthetical expressions (“Our profits, which are down, are only part of the picture”). Keep in mind, however, that it’s possible to abuse deemphasis. For instance, if the primary point of your message is that profits are down, it would be inappropriate to marginalize that news by burying it in the middle of a sentence. State the negative news clearly, and then make a smooth transition to any positive news that might balance the story. Second, if appropriate, use a conditional (if or when) statement to imply that the audience could have received, or might someday receive, a favorable answer (“When you have more managerial experience, you are welcome to reapply”). Such a statement could motivate applicants to improve their qualifications. However, avoid any suggestion that you might reverse the decision you’ve just made, and refrain from any phrasing that could give readers false hope. Third, emphasize what you can do or have done rather than what you cannot do. Say “We sell exclusively through retailers, and the one nearest you that carries our merchandise is . . .” rather than “We are unable to serve you, so please call your nearest dealer.” Also, by implying the bad news, you may not need to actually state it, thereby making the bad news less personal (“Our development budget for next year is fully committed to our existing slate of projects”). By focusing on the facts and implying the bad news, you make the impact less personal. When implying bad news, however, be sure your audience will be able to grasp the entire message—including the bad news. Withholding negative information or overemphasizing positive information is unethical and unfair to your reader. If an implied message To handle bad news carefully • Deemphasize the bad news visually and grammatically • Use a conditional statement, if appropriate • Tell what you did do, not what you didn’t do Don’t disguise bad news when you emphasize the positive. MOBiLE aPP Pocket Letter Pro for iOS includes templates for a variety of letter types to simplify writing business letters on your mobile device. www.downloadslide.net 350 PART 4 Brief messages might lead to uncertainty, state your decision in direct terms. Just be sure to avoid overly blunt statements that are likely to cause pain and anger: Instead of This Write This I must refuse your request. I will be out of town on the day you need me. We must deny your application. The position has been filled. I am unable to grant your request. Contact us again when you have established . . . We cannot afford to continue the program. The program will conclude on May 1. Much as I would like to attend . . . Our budget meeting ends too late for me to attend. We must turn down your extension request. Please send in your payment by June 14. CLoSIng on A RESPECTFUL noTE A positive close • Builds goodwill • Offers a suggestion for action • Provides a look toward the future As with the direct approach, the close in the indirect approach offers an opportunity to emphasize your respect for your audience, even though you’ve just delivered unpleasant news. Express best wishes without ending on a falsely upbeat note. If you can find a positive angle that’s meaningful to your audience, by all means consider adding it to your conclusion. However, don’t try to pretend that the negative news didn’t happen or that it won’t affect the reader. Suggest alternative solutions if such information is available and doing so is a good use of your time. If you’ve asked readers to decide between alternatives or to take some action, make sure that they know what to do, when to do it, and how to do it. Whatever type of conclusion you use, follow these guidelines: ●● ●● ●● ●● Avoid an uncertain conclusion. If the situation or decision is final, avoid statements such as “I trust our decision is satisfactory,” which imply that the matter is open to discussion or negotiation. Manage future correspondence. Encourage additional communication only if you’re willing to discuss the situation further. (If you’re not, avoid statements such as “If you have further questions, please write.”) Express optimism, if appropriate. If the situation might improve in the future, share that with your readers if it’s relevant. However, don’t suggest the possibility of a positive change if you don’t have insight that it might happen. Be sincere. Steer clear of clichés that are insincere in view of the bad news. (If you can’t help, don’t say, “If we can be of any help, please contact us.”) Keep in mind that the close is the last thing audience members have to remember you by. Even though they’re disappointed, leave them with the impression that they were treated with respect. Maintaining high Standards of Ethics and Etiquette 4 LEarninG OBJECTiVE Explain the importance of maintaining high standards of ethics and etiquette when delivering negative messages. All business messages demand attention to ethics and etiquette, of course, but these considerations take on special importance when you are delivering bad news—for several reasons. First, a variety of laws and regulations dictate the content and delivery of many business messages with potenti…
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