Delivering Bad News About Project Delays

Surprise missed deadlines are a major headache.  They disrupt workflows, create unnecessary stress, and leave everyone scrambling to catch up. But what if there was a better way? When you miss a deadline, it hurts your reputation and credibility. You can avoid this through 𝐩𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧. By letting your manager know about potential roadblocks as soon as you know about them, you become a problem-solver, not a problem creator. This not only reduces stress for everyone involved, but also builds trust and strengthens your professional presence. As the former Head of Editorial at Prezi, here are three strategies my team members used that I appreciated so much: ✅ Flag potential delays early. It benefited the whole team when I got alerted about a roadblock ahead of time. This gave everyone time to adjust, discuss solutions, and minimize the negative impact. ✅ Be specific and be clear. Be upfront about the situation and the impact it might have on the deadline.  ✅ Offer solutions and not just excuses. Coming to your manager with a plan demonstrates responsibility and initiative.  This could involve suggesting an extension, proposing a revised deliverable, or outlining how you plan to catch up. You can save this script for future use: "𝘏𝘪 [𝘔𝘢𝘯𝘢𝘨𝘦𝘳 𝘕𝘢𝘮𝘦], 𝘐'𝘮 𝘳𝘦𝘢𝘤𝘩𝘪𝘯𝘨 𝘰𝘶𝘵 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘐'𝘮 𝘦𝘯𝘤𝘰𝘶𝘯𝘵𝘦𝘳𝘪𝘯𝘨/foresee 𝘢 𝘥𝘦𝘭𝘢𝘺 𝘸𝘪𝘵𝘩 𝘗𝘳𝘰𝘫𝘦𝘤𝘵 𝘈.  𝘋𝘶𝘦 𝘵𝘰 𝘙𝘦𝘢𝘴𝘰𝘯 𝘟, 𝘐 𝘮𝘪𝘨𝘩𝘵 𝘯𝘰𝘵 𝘮𝘦𝘦𝘵 𝘵𝘩𝘦 𝘰𝘳𝘪𝘨𝘪𝘯𝘢𝘭 𝘥𝘦𝘢𝘥𝘭𝘪𝘯𝘦 𝘰𝘧 [𝘋𝘢𝘵𝘦]. 𝘐'𝘷𝘦 𝘦𝘹𝘱𝘭𝘰𝘳𝘦𝘥 𝘢𝘭𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘷𝘦 𝘴𝘰𝘭𝘶𝘵𝘪𝘰𝘯𝘴, 𝘢𝘯𝘥 𝘐 𝘱𝘳𝘰𝘱𝘰𝘴𝘦 𝘚𝘰𝘭𝘶𝘵𝘪𝘰𝘯 𝘠.  𝘗𝘭𝘦𝘢𝘴𝘦 𝘭𝘦𝘵 𝘮𝘦 𝘬𝘯𝘰𝘸 𝘺𝘰𝘶𝘳 𝘵𝘩𝘰𝘶𝘨𝘩𝘵𝘴." Proactive communication is a win-win. Managers appreciate the heads-up and can adjust accordingly. You avoid the last-minute scramble and maintain trust with your team. Remember that all these tips don’t just apply to big projects! The same principles apply to smaller tasks as well. Building this communication habit will put you ahead of the game — and impact your presence in terms of how your colleagues see you. 💬 How do you communicate missed deadlines in advance? Let’s exchange tactics in the comments! #ExecutivePresence #Communication #ProfessionalPresence #WorkplaceTips

I’ve become an expert at sharing bad news and it has been a cornerstone of my success. Here’s my formula: - Soften the blow. You should be sharing the details of any situation along the way. That way, when bad news happens, it isn’t a surprise. - Share the news first. When you’re sharing the news, tell the truth fast. Rip the bandaid off because otherwise, people will sense that there’s a “but” coming at the end of your sentence. - Provide context. It is very rare for bad news to be as bad as you think. People miss deadlines. Deals don’t always close. Explain what happened and why so that people can empathize with the miss even if they are still frustrated by it. Create the narrative for them or they’ll create their own. - Have a plan. What’s next? Will missing this deal prevent you from hitting this quarter’s numbers? OK, fine. Then tell me what we’re going to do to rebound and how we’re going to learn from this. Get people thinking about the future so they don’t dwell on the past. Candor is one of your best friends in the workplace. Sharing bad news strengthens the good news you do end up sharing when it comes. More professionals should get comfortable with being honest, whether good, bad or ugly.

Even as a seasoned executive, I still feel that knot in my stomach before a #tough_conversation. With a team member whose performance is slipping. A peer creating friction. Or a partner across the table when I have to deliver bad news. I’ve learned that avoiding it only erodes trust. A while back, I had to tell a long-time partner that a key project milestone would be missed due to an interconnection delay beyond our control. I knew it would land hard - it meant financial strain for both sides. I could’ve sent an email. Instead, I picked up the phone. I acknowledged their frustration, laid out the facts, and - most importantly - offered options for moving forward. It wasn’t an easy conversation, but it preserved the relationship because it became a negotiation, not just bad news. Here’s what works, whether you’re talking to a subordinate, a peer, or a counterparty: - Lead with context, not blame. Show why the conversation matters and connect it to the bigger picture. - Be specific—and bring options. Don’t just drop the problem. Share what’s at stake and what’s possible. - Invite dialogue, not just agreement. Pause. Ask, “How does this feel to you?” or “What’s the best way forward from your perspective?” Even after decades in leadership, I still feel a flicker of discomfort before these talks. But that discomfort is a signal - you’re about to build trust, not lose it. How do you handle the tough talks?