Criticism in the Workplace – an Opportunity

Hi,

I’m Alix and it’s my mission to help as many of the next generation as possible to work in jobs that meet their passion and purpose, making them happy and fulfilled adults.

This includes making the workplace the best it can be.

Join me in making sure you’re one of them reaching your full potential.

Criticism…

Just the word ‘criticism’ conjures up pictures of receiving a dressing down, perhaps being humiliated, either on your own or in front of others, an image unpleasant for anyone.

However, there are two types of criticism – destructive and constructive.

So read on as today we see how you can make negative criticism (destructive) into a huge positive (constructive) both when receiving and giving it and let’s work together to eliminate it from the workplace.

The consequences of criticism...

When giving criticism you have an opportunity. An opportunity to effectively make or break someone’s day. Destroy or build up their confidence.

Negative criticism, very much depending on the person you’re giving it to and how you do it, is by nature destructive. Destructive to someone’s confidence and, as a knock-on effect, their future ability to contribute to your firm.

The employee could then, in turn, pass that on to others, either colleagues, or junior members.

It’s the idea of kicking the cat. A director criticises a manager, the manager, out of spite, criticises a supervisor, the supervisor then criticises a junior member of staff who goes home and kicks his cat.

But when you turn that negativity into a positive, the same process happens, but the cat gets a treat – and I prefer that outcome.

So, what can you do to turn destructive criticism into constructive criticism?

First, let’s look at when you have to give it first.

Giving constructive criticism…

Constructive criticism is not about pointing out shortcomings, it’s about explaining how the person’s words or actions could create a challenge if used again in the workplace.

It’s a way to guide a colleague, and remember, whether you’re a director, manager, or supervisor, you’re all part of one big team and it’s part of your job to guide others to greater personal and professional potential. Be a mentor to look up to.

Communicating constructive criticism…

When giving constructive criticism it’s important to do quickly, but before having that conversation, analyse why it’s necessary and how you’re going to get the best outcome.

I hope it goes without saying that criticism is not for picking on someone you just don’t like, or someone that you feel any type of bias against. When you’re at work it’s everyone’s job to remain professional. And, yes, you have a duty to leave personal feelings at the door.

If someone’s just made you angry it’s not the same as actually doing something wrong for the firm.

Your criticism should be just, impartial and only for the good of the firm.

You…

It will never be good to have these conversations while angry.

Remember that, as a director, manager or supervisor, part of your role is to be a mentor. Guiding colleagues, at whatever level, you’re someone they should look up to and respect and you should want to be someone they do.

So, when you find yourself in the position of having to give feedback, firstly look at why it’s necessary. Work out what needs pointing out.

Perhaps make notes on what went wrong so you make sure you cover everything, along with what a potential result could be if done again.

Grab a snack and take the time to write down how it could/can/should be handled better in the future.

Use positive words that imply ‘you can…’ rather than harsh, negative ones like ‘you must not…’.

And definitely end on a positive note. The result will be beneficial for you, the employee and the firm.

Them…

Consider the individual.

What type of person are they and how can you handle the situation, so that you create a positive for your colleague.

Your words should encourage employees to see the process as a way of improvement, both for them and the firm.

Guide them into seeing it as a learning opportunity.

Set the scene…

Next is to decide where to have the meeting.

Don’t ever give criticism in front of others unless it’s a team you’re addressing.

Any type of criticism should be given in private, both out of respect for the person and for those who work with them.

Note: A cIose friend works for a director who almost daily dresses down a senior member of staff. When that person then stands his ground, it comes close to a slanging match, which is neither pleasant to see or even just hear. This isn’t about whether the dressing down is justified, it’s about how it’s handled. The same director once felt they had reason to stand at my friend’s office door and scream at her, while a junior member of staff was standing beside them, a junior member who lunched every day with the director and spent as much time in their office as possible. It was that day my friend lost all respect and, once lost, she told me it can be almost impossible to get back.

The opposite of a win-win situation.

So, take the person aside, they’ll have more respect for you and won’t be humiliated in front of their colleagues. Nor will their colleagues feel awkward or, depending on their character, appalled.

And back to you…

When giving criticism, keep your voice neutral and calm.

Explain why you’re having the conversation, what happened and the consequences, or possible consequences. Give them a few moments to reflect on the situation and encourage them to voice any thoughts they have.

Use words that get the message across, but don’t humiliate.

But also, avoid being vague, as this could stop the person actually hearing what they need to.

And back to them…

Think about the other person’s character, put yourself in their shoes.

Note: when I’m criticised, I don’t sleep for weeks worrying, while another person could take it in their stride, or not even hear it, or yet another fight back. And it erodes my confidence, hindering my ability to believe I am doing a good (or even passable) job. Not something you would want your colleagues to feel I’m sure.

Note: a colleague of mine (many moons ago) went up against his supervisor. They really got into it and my colleague walked out. He came back to meet with his supervisor and their manager and, as he waited, he told me he’d thought it over and decided to agree to work with the supervisor. These were the last words he ever spoke to me as he went into the meeting and was walked out of the office by security afterwards.

Work with the other person’s character for the best outcome. Your aim is to improve a situation, not bring someone down to their knees, and the end result will be beneficial for all.

At the end…

Ensure you finish on a high note, giving advice on how to approach a situation in the future, then stress their strengths. This way you’ll show the path for improvement for the employee and create a feeling of mutual respect.

Later, praise an employee when you see they’ve made changes and encourage feedback so it becomes a two-way process.

A win-win all round.

Giving team constructive criticism…

Team criticism should be handled in much the same way as above.

Go through the same steps in considering characters, any cultural considerations and likely responses (difficult but not impossible when you know the individuals) and focus on the overall desired end result.

Push the idea of working as a team, perhaps suggesting a reorganisation of who handles what role next time having seen the strengths, mention these and weaknesses, (do not mention these) of the individuals.

Ask for the team’s input, listen carefully and guide where necessary.

For a team to work together, there needs to harmony and trust, important for overall success for everyone and ultimately meeting the reason for the challenge.

And now to receiving criticism…

Receiving criticism is uncomfortable but, when being given it, keep professional, even if the person giving it has not read the above and is handling things wrong!

Avoid becoming defensive or arguing back.

By all means discuss and explain why you did what you did or said what you said, so that you can identify the root cause of any issue, but turning the conversation into a slanging match achieves nothing and could be permanently detrimental to your relationship with your supervisor and, possibly, your career.

Analysis…

To benefit from criticism, you first have to analyse it, break it down.

I trust that you will be in an office away from your colleagues if this happens and it’s okay to ask for time to think about what’s being said.

Take time to consider, to see if it’s justified and, if it is, take it and use it to your advantage, for your personal growth, ie learn from it and you’ll be the winner.

Ask for advice (if necessary). You’ll learn and grow, with it giving you the recipe to approach similar situations with the right tools.

Those who fight or simply ignore criticism will likely make the same mistake again, neither impressing management nor doing themselves any favours.

So, use it as a step on the path in your progress.

Reflection – your chance…

Later, sit and reflect on what was said and ask yourself the following questions:

Was it received from someone you trust?

Was it just someone using a position of power to make you feel small?

Was it a way of ‘getting back’ at you for something?

Is it in the giver’s nature to control or belittle staff?

Were there hidden meanings behind the words used?

Work out what was said, versus why it was said.

In other words, was it justified?

If, on honest reflection, you feel they were right, don’t waste time beating yourself up about it. We’re all human and make mistakes, even directors, managers or supervisors, it’s how we learn, from the basic rights and wrongs learnt as children, right through to becoming mature adults.

So, take it on board and, where possible, let them know you have.

Note: I work for a small firm of accountants who seem to have a very high turnover of trainee accountants coming in. I’m not an accountant and cannot and should not comment on any colleague’s work, however, the common thread appears to be that the new employees don’t listen to instructions and/or advice and, therefore, continue to produce work that doesn’t meet the standards needed. It’s almost inevitable that they won’t stay, either because they’re let go, or because they can’t cope with the continual criticism. Whichever way you look at it, it’s not good, either for the firm, or for anyone involved.

So, analyse, consider objectively, ie when you’re calm, and embrace the opportunity to work the way your supervisor, manager, director, or firm wants you to.

Make it an opportunity.

Ways to eliminate criticism…

In order to head off criticism, you can encourage feedback either as an employee or a supervisor and make it ongoing.

Having the chance to review work regularly will allow all to use it as a learning curve with the job, rather than a yearly appraisal when employees could be hit with, shall we say, several comments on their work and how it could have been performed better, while they wonder why they’ve been ‘allowed’ to do it ‘wrong’ all year believing they’re doing a good job.

Note: while I was working in a Human Resources department a manager spoke to me about a colleague’s appraisal due the next day. At the time it was the practice for an employee to write their own appraisal and give it to their supervisor for their follow up comments. My colleague had written hers and her manager was shocked at how well my colleague thought she was doing compared to how her manager viewed her work. I pointed out that that was the reason for appraisals but was told that no one should go into an appraisal believing they’re doing a great job when they aren’t. Now, I

would think this must come under her responsibility. Why did my colleague think she was doing so well if she wasn’t? Why didn’t she know and who should have told her?

Open communication…

Creating an open communication atmosphere where managers and employees feel it’s okay to discuss jobs and challenges as they happen, making it easy to slip in constructive criticism (guidance) without it being some kind of ‘big thing’.

Don’t wait for any annual appraisal time to raise issues, deal with them as they arise.

Holding wash-up meetings at the end of seasonal work or events where you analyse processes and what could be handled differently, and better, next time is another option.

Remember your mentor role and lead by example. Take time to listen to what employees say, they’re doing the work and can have excellent ideas on how to improve things.

And keep it going….

By initiating feedback as a natural part of the work environment, individuals will be more open to receiving constructive comments and issues will be dealt with in a timely manner and not build up.

Conclusion…

So, a heavy subject, but I hope the above gives you thought, both as a giver and receiver.

And, who knows, you may be the first mentor who never has to give criticism at all or an employee never to be on the receiving end!

Best wishes,