Do Business Well

Praise is easy to take. Who doesn’t want to be flattered? Criticism is another matter because it touches a sensitive nerve: our egos.

Unless it’s given properly and under the right conditions, criticism is often perceived as an attack, says Robert Bies, assistant professor of organizational behavior at the Kellogg Graduate School of Management at Northwestern University, Evanston, IL. “A person’s defenses go up when it comes to taking criticism,” he says. “Nobody wants to hear what he or she thinks may be bad news.”

As unpleasant as it is to give and take, criticism is essential for getting the best from your subordinates and from yourself.

Giving Criticism

• Maintain a good climate. It’s a lot easier to give criticism if there is mutual respect, honesty and open communication between you and your subordinates, says Bies. Also, criticism is more likely to be well received—and acted upon—when given in a positive working environment.
• Allow your people to correct their own mistakes. When you discover that something is wrong, don’t jump right in with criticism unless it’s an emergency, suggests Bies. Allow your employees to work out their own problems. It might be a new project, work routine or procedure that takes getting used to. After you’ve waited an appropriate period of time (one to three days) and problems seem to persist, then step in and offer your criticism.

• Technique: Be concrete and specific. Avoid global criticism. Don’t say: “You’re doing a terrible job.” Try: “The sales promotion literature on the new software needs tightening. It’s a little long-winded and needs cutting. Let me show you what I’m talking about.” Focus on the problem, not the person. When criticism is depersonalized and targeted, employees are less likely to feel singled out and put on the defensive. Specifics allow people to hear what you’re saying and learn from it.

• Allow your people to react. Since criticism can be emotionally loaded, be prepared for a reaction. If you know the people you’re criticizing well enough, you can anticipate their probable responses and be ready to deal objectively with them.
• Pick an appropriate time. Timing is crucial. Set aside a time that’s good for both of you and that allows plenty of opportunity to talk without interruptions. Close your office door and tell your secretary to hold all your calls. If you prefer neutral ground, consider a conference room or a quiet corner of the company cafeteria.

Taking Criticism

Now the tables are turned. Taking criticism gracefully is a lot harder than giving it. But if you realize that criticism is essential for improvement—and advancement—it’s easier to accept, stresses Bies.

The difficult part is objectively evaluating the criticism so you know whether it’s warranted or not. “It’s possible that your boss is misperceiving you,” says Bies. “He or she may have made a mistake, or may not have all the information to understand the situation completely.” To avoid misunderstandings, probe for details of your boss’s complaint. Do not accept a statement like: “Your recent sales update was scattered and rambling.” Counter with: “I’d appreciate it if you could show me where the report could be more concise.” Weigh comments and objections carefully. As difficult as it is, put your ego aside so you see where you might have erred.

And if you have a boss who seldom offers criticism, Bies suggests that you seek it out. “Some people are uncomfortable giving criticism and avoid the task. Ask plenty of questions so that it is easier for him or her to criticize your work.”

Observation: Whether you’re giving it or taking it, criticism is essential for improving performance and the quality of work. You and your company both benefit from it when it is done properly.

Do You Promise More Than You Can Deliver?

In a dispute at the Metropolitan Opera, mezzo-soprano Maria Ewing cancelled her forthcoming appearances there. The singer claimed that the Met’s artistic director, James Levine, was not planning to honor an oral commitment to conduct a revival and telecast of Carmen during the 1988-89 season, in which she was to have starred. Levine denied ever making such a promise.

Other opera stars were not surprised at the misunderstanding. Levine is known for his enthusiastic personal support of singers, which often seems to imply a go-ahead for projected roles and performances.

It’s easy for any manager to be carried away during discussions with a favorite employee. You share an enthusiasm that enhances the relationship and makes for high productivity. But when you say, “We’ll try out your project” or “I d like to move you up before the end of the year,” you may be instilling false hopes. And when the promotion never materializes, you’ll be resented by the aggrieved employee and blamed, perhaps, by your boss if the person’s dissatisfaction becomes known.

You can walk the fine line between commitment and caution if you keep the following guidelines in mind:

• Be aware that what you say and what the employee is hearing may actually be two different things.
• When you give an oral promise, qualify it: “Things may change at the last minute” or “I wouldn’t count on it too much—for your own protection.”
• Don’t put anything in writing unless you are willing to be held toit.
• Be prepared to give up some popularity. It is better to disappoint employees—at first—than to mislead them.

Observation: It’s impossible to monitor yourself all the time. There will be unguarded moments when you want to make promises that seem perfectly reasonable at the time. But they may turn sour. Exercise a little restraint now and make good later, if that ever becomes a possibility.

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