"When leaders are vulnerable, they invite others to be open, honest, and engaged."

Amy Edmonson

Leadership Thought Leader

Step-by-Step Guide: Handling Bad News, Poor Results, or Subpar Work

posted in Leadership

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Recently, a client of mine faced a difficult leadership challenge. In a project management situation, they realized their protective and controlling tendencies were creating emotional distance, reducing their effectiveness as a leader.

Here’s what happened:

They had assigned a task to a colleague, who then delegated it to a junior manager, who passed it along to a junior team member. By the time the final document made its way up to leadership, it was far from client-ready—and my client was caught off guard.

They were disappointed, surprised, frustrated—even resentful and irritated.

Their initial reaction was to shut down. Instead of expressing their disappointment or anger in a productive way, they didn’t express anything at all. They lost the opportunity to deliver meaningful feedback that could have led to better results next time.

This moment of emotional detachment wasn’t new—even in their personal life, their wife often asked them to be more expressive with their emotions. Recognizing this as an opportunity for growth, they wanted to learn how to articulate emotions more effectively in both leadership and personal settings.

After working together on anger, emotional processing, and expressing emotions in a psychologically safe way, we developed an eight-step framework for handling frustrating situations as a leader.

I’m excited to share it with you.

Why Vulnerability Matters in Leadership

Many leaders believe that vulnerability equals weakness. In reality, it’s leadership power.

Being an action-driven leader works in many scenarios, but if you want to mobilize people at scale, deeper emotional connection is required.

People will follow your actions, but they will only commit if they feel emotionally connected to you. This applies not just to the people you lead, but also to those above you—trust is built in both directions.

Anger as a Shortcut to Values

Anger is not inherently bad. It’s an indicator that a core value is being violated.

If we can express our anger at lower levels—when we’re simply annoyed, dissatisfied, or frustrated—we can turn those emotions into productive action rather than letting them build into resentment.

"Name it to tame it."

Naming your emotions helps turn them into data, rather than just reactions.

Why We Struggle to Express Emotions

Our ancestors needed emotions to survive—fear kept them from becoming leopard snacks, and anger gave them the drive to protect their tribe.

Today, we don’t face those same threats, but our emotions are just as powerful. The difference? We need to think through them, not just react.

Struggling to label your emotions? It’s not a personal flaw—it’s a missing skill set that can be learned.

If your upbringing didn’t emphasize emotional language, you’re not broken—you’re just learning a new language. And like any language, the more you practice, the more fluent you become.

Step-by-Step Guide: Handling Bad News, Poor Results, or Subpar Work

When you receive bad news, a disappointing result, or low-quality work, follow this structured approach to stay composed, deliver feedback effectively, and drive better results.

1. Acknowledge the Issue Immediately

  • You receive bad news, a poor result, or subpar work.
  • Pause before reacting emotionally.

2. Identify & Name Your Emotion

  • Verbalize what you’re feeling:
    • Disappointed. Surprised. Frustrated. Resentful. Irritated.
  • Naming your emotion helps you process it rationally.
  • Avoid venting impulsively.

3. Show Your Feelings in a Safe & Controlled Manner

  • Be human, but measured. Express emotion without losing control.
  • Ensure you are creating psychological safety—people should feel safe but accountable.
  • Example: “I’m frustrated because I was expecting something different.”

4. Address the Behavior, Not the Person (Train the action, don’t blame the individual.)

  • Be specific about the gap between expectation and result.
    • Example: “The report was below standard.”
    • Example: “Documents sent to me should be client-ready.”
    • Example: “Mid-level managers should be holding junior team members accountable for quality.”
  • Give more direct feedback in the moment rather than letting frustration build.
  • If the person is not your direct report:
    • Give them immediate feedback.
    • Check in with their manager afterward to ensure alignment.

5. Create Space for Their Response

  • Say: “I want to hear from you.”
  • Give them space to:
    • Name their emotions.
    • Defend their position (if necessary).
    • Articulate their perspective or gaps.
  • Listen actively—this is not just a formality.

6. Take Space for Yourself If Needed

  • If emotions are running high, pause before reacting further.
  • Say: “I don’t want to say something I’ll regret or act too emotionally right now.”
  • Taking a break allows you to return with a clear, strategic mindset.

7. Set a Follow-Up Time & Meeting

  • Name a specific time to revisit the issue.
  • Example: “Let’s meet tomorrow at 10 AM to go over this with fresh eyes.”

8. Come Back with a Solution

  • After reflection, return with a constructive solution.
  • Ask yourself:
    • What process needs to change?
    • What additional support or training is needed?
    • How do I prevent this from happening again?
  • Make it actionable so there is clear next-step accountability.

Bonus: What Else Might Be Missing?

  • Did I hold the right person accountable? (Sometimes the real issue is upstream.)
  • Did I reinforce expectations? (Repetition creates clarity.)
  • Did I maintain the right emotional balance? (Not too cold, not too explosive.)
  • Did I check my own role in this issue? (Did I provide clear instructions beforehand?)
  • Did I leave the conversation with clarity? (Both sides should know what’s next.)

Key Leadership Insights

✔ Discipline the behaviour, not the person. Separate actions from identity to foster growth and accountability.
✔ Show some emotion. It helps you connect and lead more effectively. People follow leaders they feel connected to.
✔ You’re the grown-up in the room. It’s your responsibility to set the emotional tone and create a space for productive conversations.
✔ Be direct with people who aren’t your direct reports. Clear, respectful communication prevents confusion and inefficiency.
✔ Check in with their managers. Ensure alignment so feedback is reinforced, not undermined.
✔ Psychological safety is paramount. A culture of trust and openness allows people to perform at their best.

Final Thought

Your leadership impact will grow exponentially as you master emotional articulation.

Whether it’s leading with more vulnerability, disciplining behaviour (not people), or fostering psychological safety, these skills will set you apart.

Your team deserves a leader who understands emotions, expresses them productively, and builds trust.

The question is—will that leader be you?

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Adam Kreek is on a mission to positively impact organizational cultures and leaders who make things happen.

Kreek is an Executive Business Coach who lives in Victoria, BC, near Vancouver, British Columbia, Canada, and Seattle, Washington, USA, in the Pacific Northwest. He works with clients globally, often travelling to California in the San Francisco Bay Area, Atlanta, Georgia, Toronto, Ontario and Montreal, Quebec. He is an Olympic Gold Medalist, a storied adventurer and a father.

He authored the bestselling business book, The Responsibility Ethic: 12 Strategies Exceptional People Use to Do the Work and Make Success Happen. 

Discover our thoughts on Values here.

Want to increase your leadership achievement? Learn more about Kreek’s coaching here.

Want to book a keynote that leaves a lasting impact? Learn more about Kreek’s live event service here.

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