STRATEGY

Despite the changes in the workplace, most employees believe that positions should be filled from within by moving individuals up the chain of command. But today, such strict adherence to the hierarchy isn't the norm. Openings are usually filled on a case‐by‐case basis, or not at all. Sometimes people are moved laterally. Sometimes a replacement is brought in from outside. And sometimes people are indeed moved up the ladder. When an employee requests a promotion you cannot grant, the secret to breaking the bad news is to offer them praise and explain that their future lies elsewhere, to say they aren't quite ready for the job, or to suggest that the particular job description will be changed, making their experience—their major selling point—irrelevant. All three must be done gently, particularly if the person has a promising future in the company. Keep this discussion short and sweet. You're breaking the news of the decision, not engaging in another job interview. If the employee doesn't accept your primary rationale, be friendly but firm and note that they aren't the one who makes these decisions.

TACTICS

• Attitude: Think of yourself as a coach, inspiring a player to try again after falling short.
• Preparation: Decide prior to the meeting how important the employee will be to the company's future. If they do figure strongly in your plans, discuss these, vaguely, reassuring them of their value. If they're not likely to play an important role in the company's future, you can lean more toward them not being ready for the job.

  

• Timing: Do this as soon as you know they won't be getting the job. The last thing you want is for them to hear it through the grapevine before you've had a chance to add your spin to the message.
• Behavior: Be concise and businesslike. You're not passing a death sentence. Offer your best explanation, and then move on, refusing to engage in another job interview.

ADAPTATIONS

This script can be modified to:

• Turn down a transfer request.
• Turn down a request for a change of title.

KEY POINTS

• Be clear, direct, and concise, holding out the suggestion of a future with the company.
• Let them ask for a reason, since they may instead ask about your suggestion of an alternative future for them—that gets you into a more positive line of conversation.
• If they do ask for a reason, say they're not ready or the job will be changed.
• If they ask about their future, remain vague but hopeful.
• If they try to engage in a further dialogue, cut them short, wielding your authority firmly but with good humor.