By: David A. Grenardo, Professor of Law and Associate Director of the Holloran Center for Ethical Leadership in the Professions, University of St. Thomas School of Law
Lawyers, at some point, must deliver bad news to others, particularly clients. All humans, at many points in their lives, must also deliver bad news. Learning how to deliver bad news can help law students become better lawyers and better people. This blog includes everything you need to incorporate an exercise on delivering bad news into one of your courses.
Professional identity formation (PIF), which is the process by which law students move from law students to lawyers, most readily occurs when law students are put into the role of attorneys. And PIF also requires reflection.[1] This exercise on delivering bad news includes both of those aspects.
The University of St. Thomas School of Law in Minneapolis, Minnesota, explores PIF in (among other places) three required one-credit 1L courses – Moral Reasoning for Lawyers, Serving Clients Well, and Business Basics.[2] Students participate in the delivering bad news exercise in Serving Clients Well.
Framework
Prior to class, assign the following reading, Delivering Bad News Well, by R. Lisle Baker & Jennifer List. Their article sets forth a systemic method, including the reasons behind each step, to deliver bad news. Attached here are the seven slides you can use to conduct the activity and teach this class. The first substantive slide includes many of the basic parts of the framework discussed in the article:
- Be prepared and be aware of your emotions (what if they blame you?)
- Product of Managing Expectations
- Meet in person in a comfortable, private location
- Forecast/Preface bad news with sensitivity and expression of caring – behavior, tone, language
- After preface, don’t delay news: start with bottom-line (not details)
- Be direct and accurate – don’t “soften”
- Speak simply and clearly
- Attend to your client’s emotion – be empathetic, not detached – and answer questions
- Allow client time to absorb the news (accept silence!)
In delivering bad news, a lawyer should remain confident and demonstrate competence, even if the bad news relates to a mistake made by the lawyer.
In class, you can cover the slides to refresh the students’ recollection from the reading on how to deliver bad news before proceeding to the activity.
Set-up of the Activity
For the exercise, you will need to split up the students into groups of three, A, B, and C. To save trees and to save time in class, we put the information for each group, A’s, B’s, and C’s, onto Canvas and allow the students to access their respective folder. For each group, there are three scenarios. In scenario one, the students in group A play the role of the attorney; the students in group B play the role of the client; and the students in group C play the role of the observer.
I give them about three minutes to read scenario one and to prepare for the conversation. Then I give them roughly three minutes to try to work through explaining the bad news to their clients. After that, the students have a total of eight minutes to self-assess by filling out the forms in their folder and to discuss within their group. When they discuss within their group, the attorney debriefs first, then the observer, and then the client. The students then move on to scenario two and repeat the process, and then they move onto scenario three and do the same.
In the second scenario, students in group A observe, students in group B play the lawyer, and students in group C play the client. Finally, in the third scenario, students in group A play the client, students in group B observe, and students in group C play the lawyer. Every student in a group gets to play the lawyer, client, and observer.
The preceding instructions in this section can be found in one of the attached slides above.
The Scenarios
In scenario one, the lawyer representing a personal injury client in an auto accident failed to ask the client about prior conditions of the client that may have contributed to the injuries the client is experiencing. The lawyer overestimates the damages the client will likely receive, informing the client they will likely receive between $20,000 to $30,000. The initial demand letter that the lawyer sent to the insurance company of the allegedly negligent driver asked for $50,000. After deposing the expert for the insurance company, it becomes clear that the primary source of the client’s back pain predates the car accident. After the deposition, the insurance company emails the lawyer and states it will cover medical expenses and only provide a total of $2,500, which is its final offer. Unbeknownst to the lawyer, the client has already bought new living room and dining room furniture for about $4,000 thinking they would be receiving $20,000 or more for the injuries relating to the lawsuit.
In this scenario, the lawyer must deliver a plethora of bad news: the lawyer made a mistake initially by failing to inquire about prior conditions of the client; based on that mistake, the lawyer created an inflated estimation of the damages for the client’s case; the insurance company’s expert determined that the injuries of the client stem primarily from the prior conditions; and the insurance company made a final settlement offer of $2,500.
In scenario two, the lawyer represents a general contractor (GC) in a case brought by a customer against the GC. In the complaint, the customer claims that the GC mismanaged the plumbing subcontractor (Sub) who failed to turn off a valve in the house during the Sub’s work that resulted in the flooding of the customer’s house. The lawyer’s life has been hectic lately, and the lawyer fails to file an answer to the complaint and a third-party claim against the Sub within the court’s deadline. The lawyer then receives notice from the customer’s attorney that they will be seeking a default judgment for $10,000 against your client. The default judgment hearing is set for next week on Monday. In your response to the default judgment motion, you can ask the court to grant you an extension of time to file an answer and third-party complaint, but there is no guarantee that the court will grant your request. The client believes the damages are no more than $5,000, but is worried the Sub will not have the money to cover those damages. The client contacted the lawyer immediately after being served with the complaint, but it has not heard anything from the attorney in several weeks, which was worrying the client. The attorney is now requesting a meeting with the client to update the client on the case, which relieved the client.
The lawyer will need to deliver the bad news that the lawyer missed the filing deadline for the answer to the complaint and the third-party complaint against the Sub, the customer filed a default judgment motion for $10,000, and the court may reject the client’s late request for an extension of time to file an answer and third-party complaint, meaning the court might enter a judgment against the client for $10,000.
In scenario three, the lawyer is a second-year associate at a fifteen-person law firm. The “client” in this scenario is one of the named partners the associate is working for, who has asked the associate to conduct research and draft a motion in limine to preclude time-keeping records and salary information of the employer client in the case. The associate’s research indicates that these time-keeping records and salary information of an employer are relevant in these cases and similar motions in limine in previous cases based on comparable facts have been consistently denied. Given the seemingly settled nature of these issues, the associate is worried that if they file such a motion in limine, then it will open up the firm to Rule 11 sanctions for filing a frivolous motion. The associate suspects that the partner may be padding the bills by asking the associate to research and draft this motion, when the associate believes it is not that important of an issue to the client. The associate has already spent over 20 hours just doing research thus far, billing about $3,000 to the client. The associate is worried about how the partner will react since they have not worked for this partner before, and the partner has a reputation for being cantankerous and volatile.
Unbeknownst to the associate, the partner knows that the client is more worried about the public disclosure of that time-keeping and salary information, which could hurt the client’s business posture, than the lawsuit itself. The partner told the client that there was a good chance that they could get some of that information excluded. The partner also told the client that they could get the motion done for about $5,000. The partner is expecting the associate to get this straightforward research and motion done well, particularly when this is the first assignment the associate is doing for the partner.
The associate needs to deliver the bad news that the research has not resulted in the conclusion the partner thought, and the associate is not comfortable filing this motion in limine based on the research indicating the motion will fail and could generate Rule 11 sanctions.
In adopting this exercise for your class, you can use any or all of these three scenarios and/or write scenarios of your own.
Reflection Questions on the Forms
As set forth above, after the students play in the roles of the attorney, client, or observer, they engage in reflection and then debrief the exercise with their fellow group members.
The reflection questions for the lawyers after each scenario include the following:
- Did you provide a preface or otherwise forecast the “bad news” or did you “jump right in” with the “bad news”?
- Did you explain the “bad news” clearly and directly, or did you dance around and try to “soft-peddle” the message?
- Did you use clear and simple language?
- Did you present an affect, tone, and mannerisms that suggested competence and confidence? How did you feel as you talked with the client?
- Did you demonstrate empathy and commitment to the client? How did you show empathy and commitment to the client?
- Using short phrases, describe key points (good or bad) and describe aspects of your affect or tone or mannerisms that speak to the responses to the preceding questions?
The forms provide a couple of lines after each question so students can write in their short answers.
The reflection questions for the clients after each scenario include the following:
- Did the attorney provide a preface or otherwise forecast the “bad news” or did the attorney “jump right in” with the “bad news”?
- Did the attorney explain the “bad news” clearly and directly, or did the attorney dance around and try to “soft-peddle” the message?
- Did the attorney use clear and simple language?
- Did the attorney present an affect, tone, and mannerisms that suggested competence and confidence? Did you remain confident in the attorney’s knowledge/ability?
- Did the attorney demonstrate empathy and commitment to the client? How did you feel as the attorney was talking with you?
- Using short phrases, describe key points (good or bad) and describe aspects of the attorney’s affect or tone or mannerisms that speak to the responses to the preceding questions?
Finally, the reflection questions for the observer are identical to the questions for the client, except the second part of question five, which states, “How did you feel as the attorney was talking with you?”, is removed for the observer.
These questions can be found in these links to folders A, B, and C.
Debrief as a Class
After the students complete the steps for all three scenarios, you can debrief with the entire class.
Here are the questions you can go through one-by-one (they are also contained in the slides linked above):
- What have you learned from this experience?
- How did it feel? What was it like having to explain your mistakes?
- This is hard! It feels bad (for different reasons).
- Some of those reasons are in our control.
- We can ask questions to gather information.
- We can avoid missing deadlines.
- We can shape realistic expectations.
- When we make mistakes, it can be hard to own up to the situation.
- But we are going to make mistakes.
Further Reflection
The last slide includes further reflection in class if time permits or the students can reflect on these questions after class:
- When have I had to deliver bad news?
- What did I do well? What did I struggle with (for example, am I prone to “softening”)?
- What “systems” can I develop for delivering bad news?
The total time for this exercise equals about 60 minutes (9 minutes for lecture, 42 minutes for the activity, and 9 minutes for the class debrief).
This exercise is a worthwhile endeavor for all law students who plan to have clients and who plan on maintaining human relationships as we all must deliver bad news at some point.
Should you have any questions or comments about this post, please email me at gren2380@stthomas.edu.
[1] Revised ABA Standard 303(b) requires law schools to provide substantial opportunities to students to develop their professional identities, and the revised ABA Standard Interpretation 3-303(5) asserts that PIF requires reflection.
[2] For background on these foundational 1L courses, please read A Behind-The-Scenes Look at the Holloran Center that Provides Guidance to All Law Schools Implementing Professional Identity Formation – Holloran Center Professional Identity Implementation Blog.
Resource Links:
- Delivering Bad News Well Article
- Group A Folder
- Group B Folder
- Group C Folder
- Delivering Bad News Slides

David Grenardo is a Professor of Law and Associate Director of the Holloran Center for Ethical Leadership in the Professions at the University of St. Thomas School of Law.






help us in understanding what it means to be a professional.
briefcase, but they appear nonetheless.
even abstract concepts like justice or fairness.








