"I recently read an article by Amy Gallo published on the Harvard Business Review, one of my favorite online resources for management information and skill-building. This article gave a step-by-step approach that I believe is highly effective. First, I prepare ahead of time for the conversation. Then, I speak clearly and directly. The article advised that people often take bad news better if they believe the decision-making process was sound, so my next step is to explain how I reached the decision. The next step is to allow for venting but not a debate. Last, I move the conversation to focus on the future. I had the opportunity to use this framework a few weeks ago when I had to tell my volunteer leader that I was no longer able to commit to three evenings per week at the food bank. I had been a reliable volunteer for four years. I approached her and let her know that my university workload had grown immensely. I explained that I had decided to step down after breaking down the hours I needed to study for my final semester. She expressed her disappointment and asked me to reconsider. I let her know that I was firm on the decision but appreciated her persistence. I let her know that I would be willing to help out at special events in the future and even put the word out for other volunteers to increase their commitment. As I step into my first management position, I will take this framework with me for every challenging conversation I face. I don't believe anyone enjoys delivering bad news, but as a leader, it is part of my job."