1. Your Dilemma
“We nailed it!” Clayton exclaims as the team exchanges enthusiastic nods and smiles. As the outreach director for the Silver City Parks Department, you and three local college interns — Desiree, Clayton, and JC — just finished presenting to department staff a website redesign to market after-school recreation programs.
You think back to the interns’ first week together. At that time, you weren’t sure they would ever be a cohesive team. Clayton was outgoing but self-absorbed. Desiree — although shy — came highly recommended by her graphic design teacher. JC was ambitious but preoccupied with family troubles. You invested a lot of time getting the students to work as a team, and the website redesign played a key role in bringing them together
“Do you think the staff liked the design?” JC asks.
“Hard to tell,” you reply, “but I meet with Mr. Jackson on Monday. I’ll let you know what he says.”
Monday morning brings bad news. “The staff hated it,” Mr. Jackson tells you in his office. “Here’s a list of things you need to fix ASAP before the site goes live.”
When you tell Mr. Jackson that the interns are now on spring break, he replies, “Not a problem. Have Hernandez help you.” “But the students put a lot of time into the design. I’d like to . . .” you begin to protest. Mr. Jackson interrupts, “Send them an email. Tell them it was a good effort, but we’re going in a different direction. It happens.” Stunned and angry, you leave the office.
2. The Research
Among the difficult tasks of a leader is giving feedback to group members about their work. In order to competently communicate unpleasant messages, a leader must balance two goals: (1) help group members maintain a positive face, and (2) convey trustworthiness. To do this, a leader should carefully consider how to form the message and which communication channel to use (Kingsley, Westerman, & Westerman, 2010).
Face-saving messages frame unpleasant messages in a way that softens the impact (“Perhaps the design expectations weren’t entirely clear, but the new website design needs additional work”). Such messages are more likely to be perceived as nonthreatening than would a message that is too direct.
Second, the communication channel (face-to-face or online) matters. When leaders give unpleasant feedback in person, they are seen as more competent, and the message is perceived as less threatening. This may be because face-to-face communication includes nonverbal cues that are important for empathic concern and for giving the recipient an opportunity to ask clarifying questions.
3. Your Opportunity
Before you act, consider the facts of the situation and think about the research on managing impressions and communication channels. Also, reflect on what you’ve learned so far about leadership styles and communication climates.