Where there is praise, there should be criticism. In leadership work, criticism is also a necessary strengthening means, which complements praise. Howev
Where there is praise, there should be criticism. In leadership work, criticism is also a necessary strengthening means, which complements praise. However, as a leader of a modern society, while criticizing, we should minimize the negative effects of criticism and reduce people's resistance to criticism, so as to ensure that the effect of criticism is as ideal as possible. The following is what I collected for you. Welcome to learn from it.
1. Are you afraid to criticize your subordinates?
"The same person, choose the right direction, you are NB; If you choose the wrong direction, you are an idiot. People are right, the direction is wrong, and the whole thing is wrong. "
"The interviewer doesn't want to hear you say that I'm not afraid. I'm willing to die for the media. I can die for TV, because the people who said these things later remarried."
Liu Tong, who was the producer of many ace entertainment programs such as Entertainment Live and Entertainment Ren Woxing, stepped onto the career stage of Jiangsu Satellite TV.
As one of the judges' guests, he always hit the nail on the head and made spicy comments on the performance of the players. His quick and fierce criticism made the players who were commented love and hate each other.
However, Liu Tong on the screen is very gentle, which is totally different from him on the show. He admits that the expression in the public impression is only the need of the effect of TV programs. In fact, as the co-general manager of two programs of Light Media, Liu Tong has never been so sharp and critical of nearly 100 subordinates in his department.
"In the real workplace, it is important for leaders to dare to criticize their subordinates, but how to make correct and effective criticism is the most important thing." He said, "Criticism is not an end in itself, but only to produce benign changes, and there are many ways to promote a person to produce benign changes."
Bai, a senior psychological counselor, said: "From a psychological point of view, any criticism will make the criticized person feel attacked, which will lead to defensive psychology and instinctive resistance."
"What's more, some critics are not out of the will of understanding and respect at all, but just to vent temporary or accumulated negative emotions." It seems so. A business friend who was the CEO of a website once complained to me about how his powerful boss effectively scolded his subordinates, including him, and swallowed mountains and rivers.
Coach Chi, who promotes situational leadership, believes that there are two different types of leaders in the workplace: one is brave enough to criticize subordinates, but stingy with praise, especially not good at praise in person; The other kind will only praise and encourage, and dare not criticize.
"As leaders, we should realize that criticism is also an important way of feedback, and feedback is a very important factor in people's self-motivation." He further explained that feedback includes positive feedback and negative feedback, and criticism is actually negative feedback. Leaders should realize the importance of this point: criticism is a very important means to achieve goals, correct behaviors, change attitudes and enhance willingness.
It is the self-motivation generated by criticism that makes people change. As Jack Ma, the founder of Alibaba's business kingdom, once said, "A person who has experienced profound criticism at a certain stage of his life is of great benefit to his growth."
Therefore, we don't have to talk about "criticism" and change our colors. We just have to be brave and criticize correctly.
Second, the basic principles that should be paid attention to in criticism
When criticizing others, anyone should first have a correct understanding of himself and others. Think about your responsibilities and your own shortcomings. At the same time, we should treat each other's mistakes with understanding, consider whether they will make mistakes under the same conditions, and don't criticize others in a consistently correct tone. Especially when you do make big or small mistakes, self-criticism should be more sincere. As a philosopher said, only when we look at our own mistakes with a magnifying glass and treat others' mistakes in the opposite way can we have a fair evaluation of ourselves and others' mistakes.
Relevant research results and practical experience also show that most people are not comfortable when they hear criticism. This is because people instinctively resist criticism, and people like to defend their actions, especially when a person has made great efforts in his work, he will be more sensitive to criticism and prefer to defend himself, so as to convince himself and others that he is not wrong. From a psychological point of view, this is also a manifestation of cognitive disharmony.
The solution to this cognitive disharmony is to let the critics defend the other side, or create conditions to make the other side feel powerless to defend. Some entrepreneurs in Europe and America advocate the use of "sandwich strategy", that is, praise-criticism-praise. That is to say, when criticizing others, first find out the advantages of others and praise them, then criticize them, and try to end the conversation in a friendly atmosphere and use some compliments at the same time. Because this way praises both ends and criticizes the middle, it is very similar to a sandwich, so it is named. In fact, this method is more in line with people's psychological adaptability. When critics criticize after sincere and objective praise, people will feel that criticism is not so harsh because of the role of the first cause effect of praise.
Third, common key skills.
Criticism is a kind of leadership behavior, whose fundamental purpose is to change people's attitude, strengthen people's will and make subordinates show positive behavior. In the real workplace, when you find that the behavior of your subordinates does not meet your requirements, there will often be diversification. According to different situations, we should choose when to criticize, what kind of criticism method to adopt and what kind of criticism style to choose. For example, for a subordinate who just joined the team, making mistakes at work is actually the process of his learning and integration. If you find a problem at this stage, you should first ask him the reason for the problem and where to help him, and then give him some guidance and encouragement.
Criticism should be based on a respectful attitude. The purpose of criticism is to expect the other party to improve, not to belittle the personal value of the other party. On the one hand, the starting point of criticism is to improve work; On the other hand, it also reflects the concern of leaders for the career development of subordinates. Criticism based on the loss of respect and concern often tends to turn into personal attacks on employees in disguise. It should be noted that the relationship between superiors and subordinates in the modern workplace is also a cooperative partnership.
Criticism should be timely. Since criticism is the way of information feedback, feedback must be carried out in time. Some leaders are used to saving up problems and realizing that their subordinates have made mistakes or done something wrong, instead of correcting them immediately, they hold back. When they saved for a long time, they couldn't hold back and suddenly had a seizure. This explosive criticism is unacceptable to many subordinates. When they are criticized, they will ask, "Since you know I was wrong, why didn't you tell me?" Such criticism often ends in discord, which is of no help.
The content of criticism should be specific. General criticisms such as "your work enthusiasm is not high", "your initiative is not strong" and "you seem to have a poor team spirit recently" are unacceptable. Criticism must be specific, such as where the initiative is not strong, where the enthusiasm is not high, and where your teamwork is poor. Must be particularly specific. Only when the content is specific will the criticized person know what needs to be corrected. Otherwise, the feedback he got only stays at the level of "the leader is not satisfied with me" and will not bring other results.
After criticism, we should give constructive guidance and establish a trust relationship. Criticism is a means to change the behavior of subordinates, but criticism alone often can't get the expected change result quickly. It should be noted that the way of criticism is mainly to change the attitude of subordinates, and we must give him guidance after criticism. Guidance includes giving standards or templates, further guidance and training when necessary, and then making appropriate evaluation. If the criticized person leaves despondently after each criticism, he will only feel depressed, but he still doesn't know what to do, so he can't produce the expected critical effect. In the workplace, most leaders only express their dissatisfaction with their subordinates in criticism, without subsequent constructive guidance, which will affect the behavior modification of their subordinates.
As a leader, in the communication with subordinates, we should not just criticize, but let the other party find out the problems themselves, listen to his ideas, ask for their own correction methods, reach an understanding, make new plans and schemes, and establish a trust relationship. As a leader, you should cooperate with him to carry out the new plan, keep abreast of the progress and help subordinates avoid similar things.
After a lot of practical tests, the following are several artistic criticism methods that leaders should use flexibly.
One is suggestive. If the leader finds that an employee is late, he points to the other person's watch and asks, "Help me see what time it is?" This is a typical suggestive criticism.
The second is vagueness. For example, at the workers' meeting, in order to rectify the labor discipline, the leader said, "In recent days, the discipline in our unit is generally good, but some comrades are not doing well, some are late and leave early, and some are bragging and chatting at work ..." A lot of vague language was used here. Such as "individual", "some", and so on. This not only takes care of some people's faces, but also points out the problems.
The third is persuasion. In other words, when criticizing others, leaders should put themselves in others' shoes. If you want to consider each other's actual situation and specific circumstances. At the same time, it should be noted that the requirements for new employees are different from those for old employees, and the work mistakes of young employees should not be measured only by their own experience and ability.
The fourth is consultation. For example, the leader said to a subordinate, "If you do this, will the plan have to be redone?" At this time, most critics will automatically correct their mistakes.
The fifth is comfort. Here can be illustrated by an interesting story: once, young Mo Bosang asked famous writers sleepless and Flaubert for advice on poetry creation. The two masters listened to Mo Bosang's poems and drank champagne. After listening all night, he said, "Although the sentences in your poems are like beef tendon, I have read worse poems. This poem is like this glass of champagne, which can barely be swallowed. " Criticism is harsh, but it gives Mo Bosang a corresponding leeway.
Of course, if you want to make a detailed summary, the common critical skills are not limited to the above. Such as: Heuristic, that is, to make the other party realize his mistakes fundamentally and from the heart, the critic needs to dig deep into the causes of the mistakes, convince people with reason, move people with emotion, and persuade them to help him understand and correct them; Humor means using philosophical stories, puns and figurative metaphors in the process of criticism. In order to ease the tension in criticism, inspire critics to think, and thus enhance emotional communication between them, so that criticism not only achieves the purpose of educating each other, but also creates a relaxed and happy atmosphere; Warning type, that is, if the other party does not make mistakes in principle or at the scene, it can only point out the problem with gentle words, thus playing a warning role; Wait a minute.
Fourth, the four taboos in criticism.
First, don't use bad words to hurt people. Everyone has self-esteem, and leaders should criticize their subordinates equally. Severity in attitude does not mean verbal malice. Remember that only incompetent leaders can expose people's scars. Because this practice is not helpful except to remind people of some unpleasant memories; In addition to chilling critics, onlookers will certainly feel uncomfortable. At the same time, the appropriate critical language also shows the mind and accomplishment of a leader. Therefore, when criticizing subordinates, no matter how serious, never use harsh words.
The second is to avoid catching shadows and act subjectively. As mentioned above, it is very important for superiors to criticize subordinates, so that subordinates can be completely convinced and have no feeling of oppressing others with power or with power. Therefore, the superior criticizes the subordinate, and it is forbidden to catch shadows and act subjectively. This requires leaders to be open-minded, most afraid of being nervous, suspicious and listening to rumors. They must bear in mind that "no investigation, no right to speak".
Third, don't talk endlessly. Effective criticism can often point out the essence of the problem and convince subordinates, while nagging accusations will increase subordinates' rebellious psychology. Even if he can accept it, he will be unable to grasp the crux of the mistake because of your lack of key language. Therefore, if subordinates can reflect on themselves and admit their mistakes, they should not be too demanding.
Fourth, avoid taking it personally and hurting self-esteem. This is very important. The correct criticism should be "about things, not people", which is also a law verified by countless examples. Although mistakes are inseparable from people who make mistakes, criticism of things rather than people is more acceptable to subordinates.