Page 53 - Twenty Four Lessons for Mastering Your New Role

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Before you criticize, ask yourself, “What is the person doing?”
Make sure your answer captures exact behavior. If you resort to
words such as “slow,” “careless” or “unacceptable,” you’re not report-
ing actual events; instead, you’re judging and labeling someone’s
behavior.
As a rule, give criticism in private. You don’t want to make
employees feel self-conscious. Also, begin on a positive note. Use
phrases such as, “This may help ...” or “Here’s an idea ...” And never
criticize an employee’s personality; limit your comment to specific
actions you want the person to modify or improve.
Speak in a sincere, upbeat manner. If your criticism is well-inten-
tioned, there’s no reason to sound hesitant, stern, or downbeat. Your
enthusiastic tone will set the stage for the individual’s response.
Do not criticize at the same time that you’re unleashing pent-up
frustration. Managers with fiery tempers should only express criti-
cism when they’re calm and in control.
Here’s how to give constructive criticism:

Be direct: If you’re uncomfortable, you might skirt the issue. But
talking around it only prolongs the agony. State your criticism suc-
cinctly, free from babbling or dropping hints.
Check your assumptions: Make sure you have faith in the employ-
ee to improve. Criticize with the underlying belief that “you’re capa-
ble of doing better,” not “you’re a lost cause.”
Preserve the employee’s self-esteem: Let your employee save face
by saying “Maybe you’re not aware of this…” or “Here’s one sugges-
tion, and I’d like to hear your ideas.”

“Never criticize until people are convinced of your
unconditional confidence in their abilities.”
—John Robinson

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