Page 190 - How to Create a Winning Organization

Wooden on Leadership
172
Furthermore, when difficulties arose and strong action—or
words—were called for, I made it a policy to criticize in private, not
in front of others. The rebuke was done without rancor. I was stern,
but I did not get personal—no insults, no berating, no anger, no
emotion. There were some occasions, of course, when I broke this
rule. Sometimes I intentionally let emotion creep in, for effect.
Other times I did it because I’m human and humans make
mistakes.

THE PURPOSE OF CRITICISM
When the discussion or action was over, it was all over. We moved
on to other business without lingering anger or animosity. At least,
I made every effort to ensure that that occurred.
I never wanted to embarrass or humiliate. The purpose of criti-
cism or discipline is to correct, enhance, educate, modify behavior,
or bring about positive change. It takes great skill to do so without
incurring ill feelings, animosity, anger, or even hatred. A leader who
lacks the skills necessary in this area will often see his or her attempt
to offer constructive criticism reduced to destructive criticism. You
will have damaged your own team by making one or more of its
members less effective.
In providing criticism, you must not open wounds that are slow
to heal. An individual subjected to personal insults, especially in
front of others, can be needlessly impaired.
Of course, my policy of having more suggestions and fewer rules
works best when the leader is astute at bringing good people into