How to deliver bad news
I'm a director about three months into a new job. Our business unit has lost revenue for four years. The company recently laid off several people and changed the sales commission structure. Leadership is also new: my VP and the head of the unit are both about five months in.
My analysis of my area found broken processes and inaccurate reporting after multiple reorgs, plus industry headwinds. I think it takes 6 to 12 months to rebuild the infrastructure before a real turnaround. Revenue is behind last year, and my function drives about 10% of it and we're also behind.
I raised this on a recent one-on-one call, including the areas I want to diagnose further and what we would do to improve it. My VP seemed anxious and could not even listen to the "what we would do" part. She moved quickly to a different goal that I'd understood to belong to another team and almost started pointing finger at me. This isn't the first time she's moved off a conversation about declining revenue. She also did have a habit of blaming the team even on staff that are much junior.
I'm worried that she wants good news only and not reality/challenges/areas we needed support. I believe the first 3 to 5 months are the right time to surface problems, since we're all new. If I only talk about activity, I'd still be accountable for revenue at year end.
Given this is the environment and leadership style I'm dealing with, I feel like they don't like "reality" or "bad news." so I'm going to change my approach to focus on "progress" only, but I'm worried when the year-end report comes out, I'd be questioned "why didn't you raise the issues earlier?" How do I balance this? What's your experience in handling an anxious upper management and business unit that's just not winning?