How to Share Bad News With Your Team
One of the hardest moments in leadership is standing in front of your team to deliver bad news.
Whether it’s a missed target, a layoff, a failed launch, or something that will impact people personally, these moments test your culture and your credibility more than any big win ever will.
Here’s what I’ve learned about sharing bad news in a way that preserves trust, keeps people focused, and shows you care, even when there are no good answers.
1. Don’t Wait Too Long
If you know bad news is coming, share it as soon as it’s responsible to do so. Waiting to “find the perfect words” or to tie up every loose end only fuels the rumor mill. In most cases, your team already senses that something is wrong. Sharing early shows respect and builds credibility.
2. Tell the Truth, All of It
You can’t spin bad news away and attempting to do so will hurt trust. Share the real story: the context, the tradeoffs, the decision process, and own your role in it. If you made mistakes, say so. Own them and explain how you hope to get better next time. A clear, honest story builds trust; a sugarcoated one does the opposite.
There is a difference between spin and optimism. If you’re building a house, a crack in the foundation is bad news but does not mean your dream home will never get finished. Acting like the crack doesn’t exist or saying that it was all part of the plan is very different then being optimistic that the house will be beautiful.
3. Speak Like a Human, Not a PR Machine
No one wants to hear corporate speak when something hard is happening. Use direct, plain language whenever you can. I know that leaders often have to be disciplined with exactly what they can say but acknowledge how people might feel.
It’s okay to show emotion and passion, your team needs to see you as a person. Be authentic and deliver the information in the way you would want to hear it.
4. Show That You Care
People want to know that you’ve considered the impact on them. Acknowledge what it means for individuals, not just the business. Be specific on how it will impact individuals and teams as much as you can. Share what support or next steps you’re putting in place, even if you can’t fix everything.
5. Explain the Path Forward
Even in uncertainty, people need to know what happens next. Be clear about what will change, what won’t, and what you’re doing to prevent the same issue in the future. Don’t overpromise, be specific about what you know and what you don’t. It is OK to say you do not know the answers yet but share as much information as you can about when and how you will find out.
6. Create Space for Questions
Don’t drop bad news and vanish. Make room for people to process, ask questions, and vent frustration. You may not have all the answers, but showing up and listening builds trust for the long term. This is one of the hardest parts of being a leader, and how you handle the back-and-forth from your team will matter more than the news you delivered. Don’t be defensive, stay calm, and be honest.
7. Keep Talking
One announcement is rarely enough. Follow up when there is more information and share updates as the situation evolves. Reiterate what’s happening in writing so no one is left guessing. It is worth over-communicating during difficult times.
Final Thoughts
Delivering bad news well is one of the hardest parts of leadership, but it’s also one of the clearest signals of your culture in action. A team’s ability to take bad news and keep going shows grit and discipline. If you show your team that you can handle tough moments with honesty, empathy, authenticity, and accountability, they’ll remember that long after the crisis passes.
No leader gets this perfect every time. But the next time you’re facing a hard message, remember: say it early, say it clearly, say it like a human, and stand there with your team while they process it.