It is difficult to deliver negative feedback without discouraging the recipient. But motivating employees—even troubled employees—is a fundamental leadership skill.

First, managers and supervisors must fully accept that they have the authority and the responsibility to provide criticism to workers. In some cases, failure to understand that leads to avoidance of criticism, but in other cases, a manager may overcompensate for it by becoming too forceful.

Managers should focus on behaviors rather than on the person’s character. Listeners are less likely to move into a defensive stance and dismiss criticism if it does not feel like a personal attack. Further, behaviors are far more changeable than personal characteristics.

When possible, support your criticism with data. For example, an employee may think that he is late only occasionally and may be surprised or even mortified to learn that he has been late twice a week for four weeks. Having data makes it harder for employees to gloss over their shortcomings.

Discuss the impact of the problems. While workers may have a hard time sympathizing with a manager, they may be more committed to change if they understand that their inadequacies are affecting colleagues.

Don’t overload a worker with a variety of complaints. If workers are hit with a water cannon of criticism, they may become overwhelmed and feel helpless. Select the areas that are highest on your priority list to address. Over time, you will be able to address other problems.

Listen to the employees’ perspective. Often, employees encounter obstacles and work to overcome them without notifying a manager. For example, an employee may not want to seem like a complainer or may not want to get a colleague in trouble and so may not tell you that work isn’t being accomplished in a timely manner because of equipment failures or co-workers who miss deadlines. These things are likely to come to light when the supervisor begins to provide feedback, and this is the supervisor’s opportunity to investigate and correct any problems.

The primary characteristic of constructive criticism is that employees know not only what is going wrong, but also what to do to improve. Map out realistic changes that the worker can make and commit to facilitating the process. This type of information is what transforms criticism from destructive to constructive.

 
Please Note: This material is provided as general information and is not a substitute for legal or other professional advice. Contact the Knowledge Center for more information.
 

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