Becoming a Good Bearer of Bad News
summary
Data teams show concrete specifics: an optimization model with constraint turns a theoretical ideal (change 50 of 100 surgeons) into a practical menu of options; implementing eight schedule changes yields two‑thirds of the improvement. Advice includes start one‑on‑one, map politics and history (CEO‑beloved billboards can have negative ROAS but stay), and frame outcomes as learnings. Always lead with the bad news and propose a small, testable next step so the analysis becomes action.
AI-written summary · about
chapters (7)
- 0:00Introduction
- 4:35Anti-patterns in bad news
- 14:34Strategies for hard messages
- 23:27Framing bad news
- 28:30Choosing battles
- 31:20Case study
- 34:31Q&A
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