An essential skill all upper management executives must learn is learning how to give constructive criticism. It is a necessary part of the job to constantly give feedback to team members, and understanding how to do so can determine the productivity levels of employees. Recent business data show that unsatisfied employees are more likely to do their job badly. The reasons for this can vary, although the inability to communicate with superiors is known.
An employee will inevitably commit mistakes. These should be dealt with as quickly as possible – and using constructive techniques.
The first step is addressing the problem and not the person. Many employees feel that their character rather than the mistake is being attacked during feedback. Leaders must make the distinction from the get go.
The cause-and-effect argument works to great effect in this case. That is, explaining the faulty nature of the action and its repercussions to the company will allay feelings of blame. This gives a sense of responsibility to the employee and would hopefully reduce the risk of recurring mistakes.
The second step is asking the employee how the mistake was made. Again, it should be asked in a tone that is curious and not accusatory. There is a nuance here that must be understood. Both manager and employee should understand that this line of questioning is meant to resolve the issue and not for to defame the employee.
In worst-case scenarios, a third-party observer can intervene to soften the tone of proceedings and prevent emotional injury.
These incidents of miscommunication can be easily avoided with the strategies and techniques placed on this Twitter account. These insights are credited to Emile Haddad, a Seattle-based business consultant.
An employee will inevitably commit mistakes. These should be dealt with as quickly as possible – and using constructive techniques.
Image Source: linkedin.com
The first step is addressing the problem and not the person. Many employees feel that their character rather than the mistake is being attacked during feedback. Leaders must make the distinction from the get go.
The cause-and-effect argument works to great effect in this case. That is, explaining the faulty nature of the action and its repercussions to the company will allay feelings of blame. This gives a sense of responsibility to the employee and would hopefully reduce the risk of recurring mistakes.
The second step is asking the employee how the mistake was made. Again, it should be asked in a tone that is curious and not accusatory. There is a nuance here that must be understood. Both manager and employee should understand that this line of questioning is meant to resolve the issue and not for to defame the employee.
Image Source: esoftskills.com
In worst-case scenarios, a third-party observer can intervene to soften the tone of proceedings and prevent emotional injury.
These incidents of miscommunication can be easily avoided with the strategies and techniques placed on this Twitter account. These insights are credited to Emile Haddad, a Seattle-based business consultant.
