Rethinking criticism

“A microscope of faith is far better than a telescope of criticism” (Anon)

While helpful feedback is aimed at improving or enhancing the performance of an employee or team and accelerating business results as a whole, such manager conversations often deteriorate into criticism, which is loosely defined as “the expression of disapproval of someone or something on the basis of perceived faults or mistakes”. Like the term “brickbat”, it is sometimes used to mean “an unfavourable criticism, unkind remark or sharp put-down”, producing less than favourable responses. In essence, when employees receive criticism, they frequently take the message personally and feel that their characters are being attacked.

Kate Nasser, a people skills coach, helpfully notes eight ways that criticism of employees can come across as contempt and scorn, viz. when managers:

Unlike criticism, constructive or developmental feedback attempts to maintain the dignity of the employee whilst, at the same time, encourages behaviour changes that will lead to better results. A culture of giving and receiving feedback should be created in the organisation where both managers and employees learn the skills necessary for these conversations. As the Indeed editorial team notes: “A feedback culture is important because it provides employees with regular and consistent information about how well they are performing their jobs. When that does not happen, the employees are probably not going to give the employer any healthy feedback either. This can result in a false sense that everything is fine, and no improvement is needed. Productive and invested employees may leave the company because they do not have a gauge of whether they are meeting expectations or not. Constructive ‘criticism’ is an important vehicle for bringing these problems to the surface.”

So, what does constructive developmental feedback entail? Amongst others, it includes (some from Entrepreneur):

1. Focusing on the problem, not the person. Don’t make statements that personally call out the employee like, “you should,” “you didn’t,” or “your skills.” Instead, discuss the issue by saying, “customers can’t get what they need,” or “this isn’t clear.”
2. Discuss what is going well. Compliment the employee on her strengths. Encourage the employee to do more of what she already knows how to do well. Then, when you give the necessary developmental feedback, the employee won’t feel like everything she does is wrong.
3. Present the data. Employees need a visual to understand the concern. A visual performance report can help demonstrate issues with data to help everyone understand the big picture goals.
4. Relate to the employee’s level. Don’t talk down to the employee, as if he is less intelligent because his performance is suffering. Try to find the source of the problem. Relate to the employee by sharing a personal story about a similar problem and explain how it was resolved.
5. Reaffirm faith in the employee. Express the importance of the employee’s valuable skills and assure him he will improve. Remind him he was hired for a reason. Feedback will only make him stronger, as long as he channels it into accomplishing his goals.

Managers need to rethink criticism. Applying developmental feedback techniques not only facilitates enhanced performance, but it also develops a culture where continuous improvement is embraced. Invested employees thrive in such an environment. Deploy the microscope of faith in employees.

Originally published at https://www.stretchforgrowth.com on October 16, 2022.