Shalom Lamm on Breaking Bad News: How to Deliver Tough Messages Without Breaking Client Trust
Delivering bad news is an inevitable part of doing business. Whether it’s a missed deadline, a pricing increase, a failed campaign, or a service disruption, every entrepreneur, manager, or account executive will eventually find themselves in the hot seat.
But how you communicate that bad news—how you show up in that moment—can make or break your client relationships.
Shalom Lamm, entrepreneur and business strategist, has faced his fair share of difficult conversations. From leading real estate investments through market turbulence to launching startups in volatile industries, Lamm has learned that the key to resilience isn’t avoiding bad news—it’s delivering it with integrity.
“Bad news handled poorly erodes trust. But bad news handled well can actually strengthen a relationship,” says Lamm. “It all comes down to empathy, honesty, and timing.”
In this post, we explore Shalom Lamm’s proven strategies for delivering tough messages—without damaging your reputation or your client relationships.
Why Bad News Is a Crucial Test of Trust
In business, everything is built on relationships—and relationships are built on trust. When things go wrong, clients aren’t just evaluating your performance—they’re evaluating your character.
Shalom Lamm puts it simply:
“Clients don’t expect perfection. What they expect is honesty, responsibility, and a plan.”
This is your opportunity to show that your business is accountable, solution-oriented, and resilient—even when things don’t go as planned.
Step 1: Prepare with Purpose, Not Panic
Before rushing to share the bad news, take a moment to gather the full picture. Reacting too quickly can cause confusion, while waiting too long can appear dishonest or evasive.
Shalom Lamm’s approach:
- Confirm the facts. Understand what happened, why, and how it affects the client.
- Anticipate questions. Be ready to explain the issue clearly and calmly.
- Prepare a solution. Don’t just bring a problem—bring a path forward.
“If all you offer is the problem, you’re adding stress,” says Lamm. “But if you come with a plan, you’re providing leadership.”
Step 2: Deliver the Message Directly—and Humanly
The worst thing you can do is hide behind email or vague language. Clients appreciate candor and clarity. The goal is to communicate early, clearly, and with empathy.
Best practices for delivering bad news:
- Use a personal touch. Phone or video calls are ideal. Avoid text or impersonal email unless it’s a follow-up.
- Don’t sugarcoat. Be direct, but respectful.
- Own it. If the mistake is yours, say so. Deflecting blame will only hurt your credibility.
- Speak with empathy. Acknowledge how this affects the client before defending yourself.
“The words ‘I understand how frustrating this must be for you’ go a long way,” Lamm notes. “People want to feel seen, not managed.”
Step 3: Show Accountability, Not Excuses
One of the biggest mistakes businesses make when delivering bad news is trying to defend themselves too much. While context is helpful, clients are primarily looking for responsibility and reassurance.
Shalom Lamm’s Rule: Own It Fast
- Don’t blame the market, your team, or the weather.
- Say what happened, take responsibility, and explain what you’re doing about it.
Try this phrasing:
“We take full responsibility for the delay, and here’s what we’ve done to make sure it doesn’t happen again.”
“We missed the mark this time, and I understand the impact that has on your business. Here’s how we’re moving forward.”
According to Lamm, defensiveness is what breaks trust—not the mistake itself.
Step 4: Offer a Meaningful Solution
Bad news without a solution is just noise. Clients don’t want pity or a PR spin—they want action.
Craft a clear recovery plan that includes:
- What happens next
- Who is responsible for fixing it
- How long it will take
- What safeguards are being added to prevent recurrence
“A good solution demonstrates that you’ve learned from the issue. A great solution makes the client feel safer than before,” says Lamm.
In some cases, it may also be appropriate to offer a goodwill gesture—such as a discount, extra service, or added support.
Step 5: Follow Up Proactively
Delivering the bad news is only the first step. What you do afterward matters even more. Stay in regular contact, update the client on progress, and reinforce that you’re actively managing the situation.
Follow-up tips:
- Send a written recap of your conversation and agreed action steps
- Check in regularly (don’t wait for the client to ask)
- Be transparent with updates—even if they’re incremental
- Ask for feedback once the issue is resolved
“A lot of companies vanish after they’ve delivered bad news. That’s when you need to be most visible,” Lamm advises.
Bonus: What NOT to Do When Delivering Bad News
According to Shalom Lamm, these are the most common—and most damaging—mistakes people make in difficult conversations:
| Mistake | Why It’s Harmful |
| Delaying the news | Erodes trust and causes surprise |
| Using vague language | Creates confusion and fear |
| Deflecting blame | Looks dishonest and immature |
| Over-apologizing without action | Signals weakness instead of leadership |
| Disappearing after the conversation | Leaves clients feeling abandoned |
Real-World Example: How Shalom Lamm Turned a Crisis Into a Connection
In one of his past ventures, Lamm’s team discovered a major project delay due to unexpected zoning issues. It would cost the client both time and money. Instead of sending an email or hiding behind logistics, Lamm scheduled a call with the client that same day.
He brought a clear explanation, a detailed recovery timeline, and an offer to absorb part of the additional cost. Not only did the client stay on board—they extended the contract for another year.
“It wasn’t easy,” Lamm recalls. “But because we handled it with honesty and urgency, we gained their respect—and ultimately, their loyalty.”
Final Thoughts: Hard Conversations Build Stronger Businesses
Delivering bad news will never be easy. But done right, it can be one of your strongest tools for building trust, demonstrating leadership, and deepening relationships.
Shalom Lamm puts it best:
“Clients don’t expect you to be perfect. They expect you to be human—and to handle tough moments like a pro. That’s how trust is built.”
Whether you’re running a startup or managing enterprise accounts, learning to navigate these conversations with skill and empathy is a must-have leadership trait.