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[Audiobook] Workplace Essentials | Delivering Constructive Criticism
Can giving feedback transform your workplace culture? Discover the art of delivering constructive criticism and its profound impact on employee performance in our latest episode. We unpack the essentials of timing and intention, sharing real-life scenarios and a compelling case study involving an employee named Susan. Learn the vital differences between informal and formal feedback methods, and get practical tips on addressing issues privately, focusing on behavior, and crafting actionable solutions that foster a positive working environment.
Our discussion goes beyond words, highlighting the critical role of body language and active listening. Managers can enhance their feedback delivery by monitoring gestures and maintaining a balanced approach. We share strategies like starting with positive feedback, collaborating on action plans, and encouraging self-assessment. By separating personal emotions from professional feedback, managers can create an empathetic and constructive dialogue, helping employees grow without feeling humiliated.
Explore the importance of ongoing support and monitoring through the stories of Walter and Rona, who successfully guided their employees, Angela and Penny, towards significant improvements. From setting clear expectations to recognizing progress, we showcase how a solution-oriented environment promotes future growth. This episode is packed with insights and practical advice to help you master the art of constructive criticism, transforming workplace dynamics, and boosting employee potential.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Can giving feedback transform your workplace culture? Discover the art of delivering constructive criticism and its profound impact on employee performance in our latest episode. We unpack the essentials of timing and intention, sharing real-life scenarios and a compelling case study involving an employee named Susan. Learn the vital differences between informal and formal feedback methods, and get practical tips on addressing issues privately, focusing on behavior, and crafting actionable solutions that foster a positive working environment.
Our discussion goes beyond words, highlighting the critical role of body language and active listening. Managers can enhance their feedback delivery by monitoring gestures and maintaining a balanced approach. We share strategies like starting with positive feedback, collaborating on action plans, and encouraging self-assessment. By separating personal emotions from professional feedback, managers can create an empathetic and constructive dialogue, helping employees grow without feeling humiliated.
Explore the importance of ongoing support and monitoring through the stories of Walter and Rona, who successfully guided their employees, Angela and Penny, towards significant improvements. From setting clear expectations to recognizing progress, we showcase how a solution-oriented environment promotes future growth. This episode is packed with insights and practical advice to help you master the art of constructive criticism, transforming workplace dynamics, and boosting employee potential.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Delivering Constructive Criticism Module 1. Getting Started. Constructive criticism can be helpful when used with the intent of helping or improving a situation in the workplace. However, it can be one of the most challenging things, not only to receive but also to give. It can often involve various emotions and feelings, which can make matters delicate. But when management learns effective ways to handle and deliver constructive criticism, employees can not only learn from their mistakes but even benefit from them.
Speaker 1:Module 2. When should feedback occur? One aspect of delivering constructive criticism is in knowing the right time and opportunity to deliver it. Some instances can be addressed on the employee's next annual review, while others should be addressed right away. If it is done too soon, it could make the employee doubt their abilities and affect their job performance. If delivered too late, then the employee may ignore it altogether and dismiss any help at all. Identifying key situations can help decide when feedback is needed.
Speaker 1:Repeated negative behaviors or patterns should be addressed in order to either stop it or prevent it in the future. Before addressing the problem, make sure this is a repetitive happening and not a one-time incident. Once an issue has been identified, the employee should be addressed in private. Privately, a resolution can be found to end the behavior and prevent it from happening further, without embarrassing the employee in front of co-workers. Examples An employee is constantly tardy to meetings, although they contribute throughout the session. An employee turns in their reports in the incorrect format, but they are always on time. An employee works hard during the day but takes long breaks and lunches. Situations such as tardiness, improper dress and poor performance are examples of a breach in company policy. Problems such as these should not wait until the employee's next review, but should be addressed right away. If not properly handled, the employee's behaviors could begin to affect others in the office and disrupt the workflow. Employees should be reminded of the company policy, including guidelines to follow and possible consequences for misconduct. Examples Excessive tardiness or absences, consistent violation of dress code policies, disruptive behavior toward other employees, continued unsatisfactory job performance.
Speaker 1:Informal feedback includes actions such as a helpful reminder, a discussion in passing or even an email or memo. Many managers will try one of these methods or another to address a problem with an employee and keep the constructive criticism to a minimum. But when informal methods do not work and the behavior continues, the manager needs to then take a more formal approach. Formal feedback, as the name suggests, usually involves a more planned or structured approach, such as a meeting or review. These actions normally allow more direct contact with the employee and can better address the problem as well as offer a potential solution. Example of formal feedback Private meetings or discussions, personal follow-up after a particular incident, employee review or appraisal. One of the best times to deliver feedback is immediately after the incident happens. This way, the behavior or problem can be addressed right away. If a problem is ignored and allowed to continue, it can not only affect the employee but co-workers as well. The longer the behavior goes on or the more time that passes after an incident, the value and effect of the feedback decreases. Formal or informal feedback can be used as long as it effectively resolves the problem. Tips Speak with the employee privately. Address the problem. Don't criticize the employee. Find a solution and how it can be implemented.
Speaker 1:Joseph has been monitoring his employee, susan, and noticed that she has continued to be late to their weekly meetings. He also noticed that even though she is late, she does contribute to the meeting and has her materials ready. However, her tardiness usually upsets the other employees and disrupts their reports. Joseph sent Susan an email a few days before the meeting and reminded her that she is supposed to arrive on time and be ready for her co-workers' reports. That week Susan was late for the meeting. Again Afterwards, joseph called Susan into his office and spoke with her about the problem. She had excuses such as car trouble or broken alarms. Joseph reminded Susan that it is against company policy to constantly be tardy and reviewed the policy page with her, including possible consequences for continued behavior. At the following week's meeting Susan arrived on time.
Speaker 1:Module 3. Preparing and Planning. Management generally finds it easier to deliver any form of constructive criticism once they have prepared what they want to say and how they want to deliver it. The key is to decide what problems or situations you want to address and how you can provide the employee the information they need to succeed. Careful preparation, clear information, delivery and a sense of sensitivity toward the employee will not only result in better employee performance, but possibly a better relationship between management and employees. Before you can begin to address any situation, you have to gather the facts. It's best to make a quick list of what you'll need to cover and what information you'll need to do that. This can include employee performance stats, memos, emails exchanged or even notes containing your own personal observations, memos, emails exchanged or even notes containing your own personal observations. If needed, include information from company policies or training guides. The more facts and information you gather beforehand, the more prepared you'll be when the time comes to meet with the employee Hints Review the reason for giving the constructive criticism. Find what the employee may need to improve or change in the future. Gather information that supports why you have addressed the problem, for example, performance stats, behaviors.
Speaker 1:The point of constructive criticism is to help the employee and encourage them to improve and be successful. However, the tone of your voice can speak louder than the words you use. If your tone is hard or comes across as disapproving, the employee may interpret the meeting as a form of criticism or discipline and then ignore or dismiss any helpful advice or action plan. On the other hand, if the tone is too light and amicable, the employee may interpret the action plan as friendly advice and not take the need for improvement seriously. Points to remember Remain neutral. Your focus is to help the employee. Watch for angry or accusing tones. These can counteract the help being offered. Practice what you want to say beforehand. Look for tones and pitches that can either help or harm.
Speaker 1:Once the problem has been addressed, an action plan will help the employee to make the proper adjustments and improvements they need. Change can be hard for anyone, so the employee will need proper support from management to succeed anyone, so the employee will need proper support from management to succeed. Make realistic goals the employee can achieve and focus on the areas of work the employee has control to change their duties or department Once a plan has been made. Allow ample time for it to be put in place and monitor the employee to see how they are doing. It may also be helpful to schedule a follow-up meeting to check on their progress. Tips Give specific feedback on improvements that need to be made. Focus on goals the employee can achieve to correct the problem. Form an action plan that helps achieve those goals. Follow-up is needed.
Speaker 1:Written and documented records are important when delivering constructive criticism. Written records not only help track the behavior or actions that need to be corrected, but also help document the actions that will be taken to correct the situation. Document employee behaviors and reactions to keep in their files and add to the action plan. The action plan can be a form of documentation once it has been written, and can also be added to the employee's and manager's work files. Example of written records, exchanged emails, notes, memos, log of employee behaviors or actions, action plan with improvement ideas and strategies, form signed by the employee, acknowledgement of feedback, actions plan, etc.
Speaker 1:Catherine has noticed that her employee, sean, has not been completing his reports properly before handing them in at the end of the week. They would normally have sections missing or the information would be inadequate. Catherine kept copies of each report and made notes of the indiscretions. She made notes of emails she sent him and documented times. She said something to him when the behavior didn't get corrected. She called him into her office and spoke with him privately. She outlined the actions that needed to be corrected and asked Sean what he could do to fix it. Together they formed goals that Sean could accomplish to better his reports within the next month, such as improving his editing skills and learning about proper research. Each week Catherine reviewed his reports and noticed gradual change and improvement. She held a follow-up meeting with Sean to let him know his reports were looking better and that she was happy to see the progress.
Speaker 1:Module 4. Choosing a time and place. Choosing a time and a place to deliver constructive criticism is very important. The location should allow for the parties to speak in private and away from other co-workers. When considering the best time to discuss an issue, take into account the time of day. Does the employee seem tired or are they getting ready to go to lunch? You should also consider how you are feeling. If your mood is not great or if you're feeling uncomfortable with the subject, you may need more time to prepare. One of the first steps in delivering constructive criticism is to remove the emotions involved. This includes keeping your ego in check when preparing to speak with an employee. Leave opinions and emotions at the door and deal with the subject at hand. Don't let something such as your personal opinion of the employee or your knowledge of the subject affect how you resolve the problem. Tips Focus on the issue, not the person. Remain open to suggestions or questions. Don't harp on an issue. Say what has to be said and move on.
Speaker 1:Constructive criticism should not be done in a public setting such as an employee's cubicle or the break room. Confronting an employee in front of co-workers or in a common area could cause embarrassment or anger, which counteracts the purpose of offering help and creating solutions. A private meeting allows both parties to speak and go over every aspect of the issue. The employee can feel free to ask questions and not feel as though they are being attacked in a group setting. Ensuring that the conversation takes place in private and only between the relevant parties not only eliminates unnecessary gossip, but shows respect for the employee and their future success. On the other hand, praising the employee in a public setting can not only boost morale for the employee being praised, but also for all employees who witness it. This allows employees to see firsthand that the company they work for not only discusses changes that must be made with employees, but also appreciates the things that employees are doing right.
Speaker 1:When delivering constructive criticism, the best method is always to speak face-to-face. Even though we live in the electronic age and rely on technology too often to communicate with others, a traditional face-to-face meeting is always best when delivering news or criticism to someone. Emails or written letters are usually one-sided and portray accidental tones. Phone calls can cause intimidation and usually do not allow the employee to speak in private if the phone call is made on an office phone. Speaking with the employee in person leaves no room for implied tones or pressures and allows them to speak openly After the initial meeting, it is acceptable to follow up in an informal method such as email or phone call.
Speaker 1:When meeting face-to-face, meet in a private setting where everyone can be comfortable. Keep a respectable distance, but remain close enough to speak without raising your voice. Speak directly with the employee and turn your focus to them when they are speaking. The last thing an employee wants to feel is that the manager's office is a place of discipline or criticism. Don't make employees fear coming into your office. Establish trust and open communication with your employees and reassure them that you are available. Ensure employees that they can approach you with any questions or concerns they may have. This allows you to create a safe atmosphere and environment where you can deliver constructive criticism without making anyone feel as though they are being reprimanded. Benefits of a safe atmosphere Employees are more open to approaching you with problems or concerns. Allows you to deliver news or criticism to employees without frightening them. Employees feel more at ease hearing constructive criticism.
Speaker 1:Terry needed to speak with one of his employees, debbie, who had recently missed some of the deadlines on her projects. He had an open-door policy with his employees, but Debbie hadn't approached him with any problems or setbacks she may have been having. Terry did not particularly like this new employee as she seemed to come off as unfriendly toward others in the office, but he had to brush these personal opinions aside and arranged a private meeting to speak with Debbie. He felt things were better explained and resolved in person. When Terry spoke with Debbie, he complimented her work effort and the projects she had turned in, but reminded her that they were often overdue. He calmly explained the policy, stating that deadlines must be followed and that if she was having difficulty meeting them then she needed to speak with him for help. Debbie then explained that she was feeling overwhelmed with many of the projects and wasn't sure how to ask for assistance. After that, terry assigned Debbie to work with a partner to complete the workload in time for each deadline and reiterated the concepts of his open-door policy. He then made periodic follow-ups to ensure she was keeping up with her workload.
Speaker 1:Module 5. During the session Part 1. After thoroughly preparing the information and process needed, you are now ready to successfully deliver the needed constructive criticism, remain businesslike and focus on the problem at hand. After both parties have had a chance to speak and express their position, both parties can move toward the corrective action and solution. The purpose of the feedback sandwich is to offer coaching and support while softening the blow of the initial criticism. It's referred to as a sandwich, because the manager should start with a compliment before introducing the criticism, then follow up with another positive statement. This technique allows the employee to hear the necessary criticism but also gets to hear the good points of their performance. The feedback sandwich can be an effective tool, but if used in excess or without sincerity, the compliment process can seem cheesy and employees may only focus on the negative. Steps to the feedback sandwich Prepare and outline what you want to say or address. Identify the positive and make a compliment. Present the criticism and facts. Add another positive statement and encouragement. Follow up with the employee periodically.
Speaker 1:Body language can be a good indicator of how someone is feeling and how they are accepting what is being said. When the manager is speaking, gestures such as furrowed brows, eye rolling or certain standing positions can make the employee feel uncomfortable and dismiss what is being said. The manager should not only monitor their own body language, but pay attention to gestures the employee may be making, such as squirming in their seat, fidgeting or not making eye contact. Based on the employee's body language, the manager may need to change tactics and approach the subject in a different way. Common body language gestures Eye rolling, fidgeting, looking away or not making eye contact, certain stances such as leaning away, slumped shoulders or crossed arms. After delivering constructive criticism and preparing to put the action plan into play, check for understanding from the employee. Allow the employee to ask questions and add input to the solution. Ensure that the criticism is understood clearly and that it is meant to help the employee grow and succeed, not to single them out or make them feel like a target. Reassure the feedback is for their benefit and that they understand the information is provided to make positive changes in the future.
Speaker 1:Active listening means making a conscious effort to hear what another person is saying. This requires your full attention, so try to ignore distracting noises or situations around you. Don't dwell on responses or answers you want to make when the person stops speaking, as this can take your attention away from the message. Some tips you can include are repeating the other person's words back to yourself and using body gestures, such as head nodding, to acknowledge what is being said. When they finish speaking, follow up with questions or comments to show you've taken in the information. Keys to active listening Pay attention to the speaker. Try not to let your mind wander. Show you are listening by using body language such as nodding your head or smiling. Provide feedback and ask questions. Allow the speaker to finish talking. Don't interrupt with counter-arguments. Respond respectfully and offer opinions or comments.
Speaker 1:Edna called her employee Judy, into her office to go over her recent article. She'd written about office personalities. She had pointed out what she liked and didn't like. So she started with a positive note I enjoyed your recent article and found it pleasing and fun to read. Then she eased into the trouble area before ending with another compliment to let Judy know the article was still good but needed improvements In your next article. It's not a good idea to use names of actual colleagues you work with. Someone might feel offended or threatened by your remarks aimed at them. So I'm really looking forward to your next piece, since they are always very informational. Judy nodded and took several notes while Edna was talking. When Edna was finished, she asked Judy if she understood what she was trying to say and if she had any questions. She explained that the feedback was not to criticize Judy's article but to improve it and benefit Judy in the future. Judy asked for some additional tips and said she would revise the article for the next publication, module 6.
Speaker 1:During the session, part 2. The end of the session is when the manager and the employee come together to make a plan of improvement or change. If the action plan is only made by one party, the terms may be one-sided and not address the roles that both parties need to take. While this can be a delicate subject to approach, with the correct planning and outline, a plan can be formed and implemented. When creating an action plan, one of the most important steps is to create goals to help the employee improve or make changes. Ask the employee what they want to accomplish and find ways to work together in reaching these goals. Set goals that are realistic and can be achieved by the employee in a reasonable amount of time. Then outline a plan and a sample timeline depicting what actions should be taken to achieve these goals. Offer ways you can help the employee reach these goals. Common goals managers and employees make Improve training or skill sets. Decrease absences or tardiness. Increase general job performance. Reduce errors and future mistakes. Working together to correct a problem not only helps make the necessary changes, but it can strengthen the bond between the manager and employee. Knowing they will always have support from management encourages employees to work harder and ask for assistance sooner rather than later if they have a problem. Allowing employees to be a part of the solution will make them feel as though they are contributing and more willing to make the necessary changes and improvements. Make the necessary changes and improvements Tips. Make sure you and the employee realize what needs to change or improve. Address what actions should be taken to achieve these changes. Ask the employee for input and what actions they can take to help Form a plan together that both parties can agree to.
Speaker 1:One of the more difficult parts of delivering constructive criticism is asking the employee to perform a self-assessment. While the manager may have plenty of comments or opinions about the employee and their performance, a self-assessment may seem like a graded paper the teacher gives in school. Employees are more likely to recognize their own mistakes when they are not just being told to recognize them, but that they can see it for themselves. Ask the employee to take the time to analyze their skills and abilities and what actions they have recently taken. By forming skillful questions, the employee can think about what helps them recognize their mistakes and embrace the criticism as a means of growth as a worker. Once they have finished their self-assessment, they will be aware of their shortcomings and more willing to learn from them.
Speaker 1:To effectively deliver constructive criticism, you must eliminate any personal emotions or feelings. Emotions can make you susceptible to bias and can make what you have to say seem one-sided or narrow-minded. View the situation from a business-like point of view. To a certain extent, the employee's feelings should be taken into consideration when delivering the information. You might not be able to save them from a little embarrassment, but outright humiliation can and should be avoided. Tips Consider the employee's feelings. Put yourself in their shoes. Don't confuse the employee with the mistake. If you are feeling angry or upset, before confronting the employee, take additional time to think it over and calm yourself.
Speaker 1:Andrew has just finished speaking with Carrie about her recent photography shoot project, which had errors in lighting and equipment setup. Together they reviewed the errors she had made and Andrew asked if she had understood what went wrong. He then asked her what she thought could be done to correct the situation and how she would accomplish that. For the next few minutes, carrie jotted down some notes and ideas. When she was finished, she reviewed them with Andrew and together they made a plan that Carrie could follow in order to correct her previous errors and hopefully prevent them from happening again. Andrew arranged additional training sessions and let Carrie know to contact him if she was having any other problems.
Speaker 1:Module 7. Setting Goals. Now that you are ready to put your action plan into play together, you and the employee will set goals that can be achieved to improve future performance. What kind of goals should you set? What areas should be included? These are some of the questions you can face when planning goals, and knowing how to outline your employee's future path will ensure you'll be able to effectively answer those questions. Your employee's future path will ensure you'll be able to effectively answer those questions. Goals are usually one of the most valuable tools when planning for success, but they are often not used to their full potential. Goals that are created to help the employee achieve and be successful are often referred to as smart goals. Smart goals are used to outline what steps should be taken and how to follow through. Employee success rates are generally higher with these goal plans, as they are specific to the individual person. The five steps to outlining SMART goals are Specific.
Speaker 1:In order for you to achieve a goal, you must be very clear about what exactly you want. Often, creating a list of benefits that the accomplishment of your goal will bring to your life will give your mind a compelling reason to pursue that goal Measurable. It's crucial that you're able to track the progress towards your goal. That's why all goals need some form of objective measuring system so you can stay on track and become motivated when you enjoy quantifiable progress. Achievable setting big goals is great, but setting unrealistic goals will just demotivate you. A good goal is one that challenges but is not so unrealistic that you have virtually no chance of accomplishing it. Relevant before you even set goals, it's a good idea to sit down and define your core values and your life purpose, because it's these tools which ultimately decide how and what goals you choose for your life. Goals in and of themselves do not provide any happiness.
Speaker 1:Timed. Without setting deadlines for your goals, you have no real compelling reason or motivation to start working on them. By setting a deadline, your subconscious begins to work on that goal night and day to bring you closer to achievement. Goals take time to plan, review and put into action. The three Ps are a guide to help you and your employee in achieving goals that you've prepared together. Each step of the three P's purpose, planning and partnering can help you manage and strive toward your goals by outlining key steps and tips to remember the three P's Purpose Decide what the purpose is of your goal. Do you want to improve job performance? Maybe decrease errors? The purpose of your goal is what you are willing to work for and go after Planning, outline your goals and the steps needed to achieve them. Long-term goals can be broken down into smaller short-term goals to make the process easier Partnering no matter how self-disciplined you perceive yourself, it is always best to seek help when planning and pursuing your goals.
Speaker 1:Get support from your coworkers and management. Don't be afraid to rely on others for help. When setting goals with your employees, both parties should understand the purpose of the goal and realize the amount of effort needed to accomplish them. If only one person decides on the terms of a goal, it may come across as an order or demand rather than a mutual plan. As a manager, let the employee know what you want to see with regard to achievements and accomplishments, but also ask them what they want to gain from it. Have them input ideas and plans they feel will help them succeed. Ask them to come up with things they can do to achieve their goals, and then ask what you can do to be a part of it. When goals are made as a team effort and the employee feels they have your support, they will be more willing to work for it and succeed.
Speaker 1:Goals that are specific and precise will work better than goals that are generalized and vague. For example, when planning goals with an employee, the phrase I'd like to see you do better on your reports each week doesn't specify a purpose or needed action. Instead, something such as I'd like to see you improve your editing and proofreading skills before you turn in your next report expresses a specific action that needs to be taken and a tentative timeline. Goals sound more doable when they outline what specifically needs to change and improve. When they are presented with unspecific needs or information, they can seem like a guessing game. Tips needs or information they can seem like a guessing game. Tips. Name a specific action or topic that needs work. If you have multiple topics, break them up individually. Accomplishing three smaller tasks is easier than one large one. If possible, give a timeline in which actions should be done. Remember to be flexible.
Speaker 1:Mary has just delivered some constructive criticism to her assistant, chuck, who recently designed a magazine column that was not up to par. Mary went over his design errors and mentioned she was unhappy that he did not research his sources more before using them. In the column, chuck asked what he could do to improve his work and do better in the future. Mary decided to be specific and said she wanted to see him improve his research and resource management. She asked him if he had anything. He wanted to see him improve his research and resource management. She asked him if he had anything he wanted to improve as well. Chuck had a few ideas that he thought would better his designs, so together they used the smart tool to form a plan they could use to help Chuck reach his goals. Mary and Chuck were able to outline both of their goals for Chuck in the plan, as well as actions that should be taken and a flexible timeline that should help Chuck stay on track. Mary informed him she would follow up with him at the end of the month and check on his progress.
Speaker 1:Module 8. Diffusing anger or negative emotions. Unfortunately, constructive criticism is often accompanied by some form of anger or negative emotion, such as denial or embarrassment. The goal of constructive criticism is to help the employee grow and improve, not to hurt their feelings or downplay their work. Therefore, it should be delivered in the correct manner and without negative undertones. When criticism is delivered correctly, emotions can generally be set aside and both parties can focus on the issue.
Speaker 1:Much like our tones, our words can send the wrong message when used in the wrong context. Words that can portray blame or negative criticism are generally rebuffed and can cause someone to become defensive. Avoid the you messages that place the blame or problems on the other person. Start sentences with I and express how their actions affect you and the company rather than criticizing their behavior. The correct phrasing can make all the difference when trying to deliver sensitive, constructive criticism. Incorrect versus correct word examples Don't start a sentence with you. Begin with I. Avoid words such as angry, outraged or furious. Words such as confused or disheartened will help to keep the mood calmer. Express understanding rather than fury or disbelief. Sometimes we can have a lot of ideas and topics going through our mind at once or we try to multitask. Both can ultimately make us lose focus on what is important.
Speaker 1:When delivering constructive criticism, it is important to stay focused and stay on topic. Maintain eye contact with the employee and avoid trying to do tasks on the computer or fiddle with paperwork. Deliver one topic at a time and completely finish with it before moving on to the next one. Trying to combine several topics into one speech can overload the employee and make them miss the main points. Also, be sure to leave past occurrences in the past. Bringing up problems from the past can distract from recent mistakes and can confuse the employee as to what they're supposed to be talking about today. Tips Avoid words such as however, although, and but, since they can lead to other thoughts and topics. Maintain eye contact with the employee. This will help you to focus on them and the issue at hand. When speaking with the employee, stop any previous task you were working on. Do not try to combine them.
Speaker 1:Before a manager can even begin to deliver constructive criticism to an employee, they must first stop and put themselves in the employee's shoes. Remember what it was like to be in their place. Remember how vulnerable and offensive you felt. Think of how the employee would respond to what you have to say. Help your employee feel at ease by empathizing with them and letting them know you are there to help. Criticism that is delivered with empathy in mind is more likely to be accepted by the employee and can even strengthen business relationships.
Speaker 1:When we're angry or upset, our self-defense mode normally wants to find blame somewhere else or on you. This is especially common when trying to deliver constructive criticism. Phrases such as you were late yesterday or your poor attitude is affecting everyone can appear unprofessional and make it appear as though you are insulting the employee. Instead, focus on how it makes others feel, such as I felt disappointed when you were late yesterday because we went over some important topics in the meeting, or our customers were very upset when you greeted them in an unfriendly manner. The employee will begin to see that you are trying to portray how their actions affect others instead of feeling as though you are blaming or attacking them.
Speaker 1:Common new messages to avoid your job performance has been lagging lately. You've been late every day for the past week. Your disruptive behavior is starting to affect your co-workers. You've been slacking off on your duties. Ray has become very angry that his employee, robert, has continued to show up late and have a rude attitude toward the customers in the store. He'd love nothing more than to scold him repeatedly and see how he likes being spoken to in the same way, but Ray had to take some time to calm down and focus on the real problem. He put himself in Robert's shoes. Robert wasn't a bad person, but had poor employee attributes. He called Robert into his office to try and resolve the issue. He explained that Robert being late makes him feel disappointed because they usually miss a lot of customer sales that could have been completed. He also pointed out that some of the customers have expressed how hurt they feel when Robert speaks to them in a rude manner. Robert expressed that he was not aware his behavior was affecting so many and that he would strive to do better. Over the next few weeks Robert began to show up on time and improved his attitude toward the customers. Ray felt he had taken the correct approach.
Speaker 1:Module 9. What Not to Do. There are always helpful tips for what you're supposed to do when delivering constructive criticism, but there are often times that people don't tell us what we shouldn't say. Managers can learn all the right things to say and feel they may have everything they need, but knowing what sensitive topics and negative phrases to avoid can be just as crucial. Constructive criticism is meant to attack the problem at hand, not the person. Blaming or attacking the employee doesn't resolve the issue and can actually make matters worse. An employee can become defensive or resentful and cause them to lose trust in and respect for their manager, maybe even their job. When addressing an employee, remove thoughts of blame or personal attacks and focus on the actual problem. The employee has made a mistake. They are not the mistake, nor is the mistake a reflection of their character. Tips Avoid starting sentences with you. These sentences always end in blame.
Speaker 1:Separate the problem from the person. For example, being tardy doesn't mean the person is lazy. Avoid words with negative connotations, such as angry, frustrated or disbelief. Generally, people have a need to be heard and feel as though others understand their point of view. If a person feels as though this need is not met, they could become angry and resentful. Arguments can start when both parties try to talk at the same time, hoping to make the other one listen to them. One simple way to avoid this complication is by allowing the employee a chance to discuss the issue and add their input. After you speak, give them a chance to respond without interrupting. Be open to hear their opinions and concerns as well. Tips Allow time for one person at a time to talk uninterrupted for several minutes. Let the employee know they can express whatever they are feeling, positive or negative. Keep an open mind when receiving the employee's feedback.
Speaker 1:When delivering constructive criticism, it is important not to let the tone of the conversation become derogatory. Talking down not only insults the employee, but it dehumanizes them and makes you forget you are talking to another person. Using angry words or attaching a character label to the employee, such as jerk or idiot, will only put the employee on their defense and create arguments and conflicts. As a manager, when you are speaking with an employee, keep in mind that the person you are speaking to deserves to be treated with respect. They are not there for you to unleash your anger or frustrations on. Remember, avoid attaching character labels or name calling. Be aware of the tone of voice you are using. How do you sound to others? Approach the employee using a one-on-one level. Treat them as your equal.
Speaker 1:If your emotions tend to control your actions or responses, then take a few extra minutes to review the situation before delivering constructive criticism. These emotions can make it easy to unleash on the employee and you may not be able to restrain yourself. Becoming emotional can not only make you seem unstable or biased, but it could upset the employee and can make them retaliate. Before you can begin to address another employee's behavior, you need to step back and take a few minutes to gain your composure, going into a meeting with your emotions fully loaded will not get you the results. You need Helpful hints. Avoid personal attacks. Keep it professional. Do not let emotions control the mood in the room yours or the employees. Plan ahead, decide what you want to say and ensure that you've gained your full composure.
Speaker 1:Izzy was reviewing some of the recent client reports returned to her from marketing. She pulled up the file for one of her employees, logan. Logan scored very low on customer-client satisfaction and the company had threatened to pull their account. Izzy was very angry and wanted Logan to fix the problem right away. She started to storm out of her office but stopped herself at the door. She realized she was angry and wouldn't be able to deliver effective, constructive criticism. She probably would have let some name-calling slip if she went now. She took a few moments to calm down and review the actual problem, not just Logan. When she finally called Logan into her office, she asked him to explain what had happened. Izzy allowed him to talk for several minutes and would then respond. By the end of the meeting Izzy was still upset at his poor behavior, but she was able to address the problem with him and hopefully correct it before the client became upset again.
Speaker 1:Module 10. After the session Part 1. Constructive criticism should not be done without a proper follow-up. Schedule some sort of follow-up meeting to check on the employee's progress and see if they have any additional questions or concerns. Make yourself available to the employee and let them know how they are doing. If goals were met and the employee has improved, congratulate them. If not, go back to the drawing board and see what other actions need to be taken. Don't leave the employee in the dark about their progress or shortcomings. Follow-up meetings are important in letting an employee know how they are doing. After you last spoke with them and created an action plan together, review the employee's performance stats and determine if things have improved or if the action plan needs to be remade. Feel free to praise positive achievements in public, but remember to provide any additional constructive criticism in private. Remember, once a follow-up meeting has been scheduled, keep the appointment. Praise the employee in public, but give criticism in a private meeting. Encourage the employee to keep up the good work.
Speaker 1:Once the employee is given the action plan and sent back out to the workplace, it is important to let them know they are not alone in their journey. Assure the employee your door is always open and that they are free to approach you with any questions or concerns. Periodically check in with the employee to see if you can be of any help. They may not need you at the moment, but they'll appreciate the gesture and know that you are there to help when they do. Tips Be open to listen to the employee and their needs. Maintain an open door policy. Make sure your employees are aware of it. Always be approachable. Remain interested in your employees and avoid becoming too distant.
Speaker 1:When creating an action plan or setting up goals, instructions need to be specific and action-oriented. Vague instructions, such as do better on the next report, don't address the problem. Corrective action or a possible timeline may be needed. A better response would sound something like I'd like to see you improve your proofreading skills before you complete your next report, which outlines a specific problem to be corrected and gives a tentative deadline by which it needs to be completed. Let the employee know exactly what needs to change and ways to make it happen. General or vague instructions can often be misinterpreted and can cause the employee to exhibit regression rather than progression. Specific instructions include a set problem to be fixed or corrected, steps or actions that should be taken. A possible timeline in which the task should be completed.
Speaker 1:As part of making yourself available to the employee, also make available any additional support or resources they may need, such as other managers or training resources. As a good manager, don't forget to offer plenty of encouragement and personal support. An action plan would not be able to succeed if the employee did not have the support and resources needed. Ensure the employee can always use you as a resource If they need something they cannot find or get on their own. You will do your best to provide it to them. Examples of additional support and resources Emotional support and encouragement. Coworker and other management support teams. Additional training times and materials. Additional reading material, including manuals. Additional training times and materials. Additional reading material including manuals, brochures, pamphlets.
Speaker 1:Walter is checking on one of his employees, angela, whom he spoke to several weeks before about improving her photography skills and equipment handling. He had offered assistance to her several times after their meeting, but she rarely seemed to need it. Walter discovered that Angela had made great progress in improving her photography times and skill sets. However, she was still doing poorly when handling and packing the equipment. He called Angela into a follow-up meeting and reviewed how she was doing. He asked why she had not improved with the equipment. Angela explained she had not had much training on the equipment and was kind of winging it. Walter said he would arrange for Angela to have some extra training on the equipment from a co-worker and gave her specific instructions to learn to use the equipment correctly before her next photo shoot in a few weeks. He also let her know that he would check on her one more time before then and was looking forward to seeing some great progress. Module 11. After the session, part 2. Module 11. After the session, part 2.
Speaker 1:One of the most important business tools is being able to provide feedback and constructive criticism to your employees. As a manager, part of your job is to ensure every employee reaches their highest potential. You provide guidance, feedback and the occasional criticism to help them succeed and continue to improve. Don't lose sight of the reason for giving constructive criticism, which is to help the employee grow. After the session, don't lose focus of what you set out to accomplish together. Remember the action plan, the goals set and don't forget to follow up. Past events and past performances are just that in the past. One of the points of constructive criticism is to move forward and look to the future for improvements. Focus on what can be done or be changed now, rather than what did or didn't happen before now. This is the time for you and the employee to create a plan of action and potential goals to change what is currently wrong. Plan on future strategies that are solution-oriented. Forget what may have happened before and look toward a better tomorrow.
Speaker 1:When conducting a follow-up session, decide how improvement and growth should be measured, based upon the tasks being completed. Different forms of evaluations can be done. Decide what task your employee was in charge of doing and review what they were supposed to be working on. In many cases, written evaluations can be helpful, but sometimes managers choose to drop in and witness the employee at work. However you decide to complete it, the employee deserves to have their results and progress re-evaluated periodically and told how they are measuring up. Sample ways of measuring results Secret shopper surveys, personal one-on-one meetings, written evaluations or reviews, personal monitoring and observance.
Speaker 1:Think back on what action plan you and the employee decided upon. Review the tasks that were outlined together, as well as goals and objectives that were set. Analyze if the employee is on track with the plan and what tasks they completed at a certain point in time. Did they follow the plan or stray from it? Did they maintain their timeline goals? Are they showing improvement? That would come with completion of the action plan. These are all points that should be evaluated before confronting the employee directly. Once you have had a chance to review their progress on your own, schedule a follow-up meeting and see if and where they are having trouble meeting their goals. Discuss any roadblocks they may have hit or resources they can use to get back on track Points of the action plan to review for improvement. What plan of action was decided upon? What goals were set? What specific tasks were outlined for improvement? Was there a timeline in place? Was it reasonable?
Speaker 1:After the employee has had time to complete their action plan and you've held a follow-up meeting, what do you do when you find there hasn't been any improvement? First, the manager and employee should attempt to rework or rethink their action and goal plans. Do corrections or alterations need to be made? Does the employee need a different course of action? As a manager, provide additional training and support previously mentioned to give the employee an extra boost. Ask what you can do to help them be more successful. After a new plan of action has been made, release the employee out on their own again. Let them know you will meet on a regular basis to review their progress and how they are doing on the job. Helpful tips Identify several areas that are lacking improvement and how that can be changed. Provide additional support and opportunities as a last resort. Outline the possible consequences for a lack of improvement over time.
Speaker 1:Rona has performed some evaluations on one of her employees, penny. When they last spoke, penny was having trouble in customer service and was told how and when to improve her skills. Rona had sent in a few secret shoppers to test her new skills and Rona also made several personal observations over time. Rona was very impressed that Penny had followed her action plan and improved several points of her personal customer service. Rona held a follow-up meeting with Penny to congratulate her on her progress and let her know what a great job she had been doing. Rona felt that since the last action plan was a success, there was no need to create a new plan. She told Penny to keep up the good work and to keep her in mind if she needed help.
Speaker 1:Module 12. Wrapping Up. Although this workshop is coming to a close, we hope that your journey to delivering constructive criticism is just beginning. We wish you the best of luck on the rest of your travels. Words from the wise Franklin P Jones Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance or a stranger. Mark Twain One mustn't criticize other people on grounds where he can't stand perpendicular himself. Margaret Chase Smith Every human being is entitled to courtesy and consideration. Constructive criticism is not only to be expected but sought. Ralph Marston, you've done it before and you can do it now. See the positive possibilities. Redirect the substantial energy of your frustration and turn it into positive, effective, unstoppable determination.