In local government, councillors and staff regularly face the challenge of communicating difficult decisions that are likely to upset people or disappoint the community. This might sound like:
“That road won’t be sealed this year.”
“We can’t fund that project in this budget cycle.”
“The development is going ahead despite objections.”
“The event you love is being discontinued.”
These moments are never easy. But how you deliver news that is going to disappoint the person on the receiving end can matter just as much as the decision itself. Done well, it can even strengthen public trust, including among those who disagree with the outcome.
In this article, we explore three communication strategies from our conflict resolution and public engagement toolkit. To bring it life, we're using a fictional case study from the coastal village of Paradise Beach, where the local council approved controversial building height changes despite objections from the community about the impacts.
Bad news doesn’t get better with time. This is a widely understood principle that unpleasant information doesn't improve with age, and therefore, it's often better to deliver such news promptly.
When it's delivered late, people feel blindsided and will assume that you’re hiding something. When it's delivered without clarity, people will feel confused and assume the worst. And when it’s delivered with spin, people smell it and trust simply erodes. Instead, aim to:
- Start the conversation early: Even if the decision isn’t final, give people time to understand and engage.
- Speak plainly and directly: Avoid jargon, sugar-coating, or vague promises.
- Be upfront about the “why”: Share the reasoning behind the decision, even if it’s uncomfortable.
The local council began community conversations about proposed height limit changes months in advance. Information was shared via drop-in sessions, online updates, and mailouts to impacted residents. Even though they knew it would be unpopular, planners were upfront from the start of the project: the changes aligned with regional housing targets and planning rules. Early transparency built respect and gave residents time to understand and respond.
“We know this isn’t what many people want to hear. We want to be honest about why this change is happening and how it fits within our broader planning responsibilities. Council is required to increase heights to align with regional housing targets and new planning rules being introduced by the State Government”
We are a big fan of Peter Sandman’s work in dealing with public outrage. Peter advocates that when people are upset, they want to know you ‘get it’ before they want to hear what you know.
This means leading and communicating with empathy, not just facts. Even when a decision is well-founded, people need to feel heard and know that you’ve understood the impact of the decision on them. Recognising the emotional impact can de-escalate anger and build credibility. Here’s how to do it well:
- Name the feeling: Say what people might be experiencing - frustration, sadness, or a sense of loss.
- Avoid defensiveness: Acknowledge emotion without jumping to justify the decision.
- Validate the concern: Let people know their views were taken seriously, even if the outcome didn’t go their way.
In response to the proposed height changes, Council received over 150 community submissions, many expressing concern about losing the coastal village character and people feeling upset about losing the spirit of the place. Instead of downplaying this, the local council responded:
“We heard clearly that this change feels like a loss for many people who love the unique scale and feel of this village. That feedback mattered. And while the overall direction remains, we’ve made specific changes in response to this feedback.”
People are more likely to accept an outcome they don’t agree with if they believe the process was fair and where they can see how their feedback influenced the final outcome. In engagement land, this is called "closing the loop”. And it is arguably the most important step, but one that can get avoided where you have to share disappointing news with people. Don't slip into the avoidance trap. Instead, focus on the process and be transparent about how feedback was considered and used in the decision making. Here are three steps to follow:
- Outline the key steps: Describe how the decision was made, who was involved, and what criteria were considered
- Show where community input mattered: Highlight specific changes made in response to feedback.
- Share informationa about what's next: Let people know where they can go to find more information and importantly, what will happend next.
Though the height changes went ahead, Council revised heights in key areas, introduced upper-level setbacks, and decided to develop a character statement with community input.
"When Council approved the final plan, your feedback helped shape important details like building heights, how far buildings are set back from the street, and the overall look and feel of the area. One key change was adding upper-level setbacks for new residential buildings. Council also decided to create a character statement for the village — a short description of what makes the place special or unique. This will be developed together with the community. It will help guide future planning decisions, so that any new development fits in with the village and respects its existing character."
In local government, it is impossible to please all the people, all the time. It is inevitable that you will make a decision that will disappoint someone. And how you communicate that bad news can either break trust or build it. That’s why effective and conscious communication, especially when the message is difficult, is one of the most important skills you can develop as a councillor. Follow our nine steps to build your mindful communication skills:
At Locale Learning, we support councillors to lead and communicate with integrity especially in the hard moments. We are here to support you bridge the gap between your council and community.
Or get in touch today to find out how we can help your council build its communication skills for tough moments. Contact our Founder & Lead Facilitator, Emma Broomfield on 0421 180 881 or contact@localelearning.com.au for a confidential and obligation free conversation.
