Masonry Magazine December 1999 Page. 22
STERLING
The "TOUGH GUY"
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22 MASONRY- NOVEMBER/DECEMBER, 1999
Ask for help in resolving problems
By asking an employee or colleague for her help in resolving a problem, you're placing responsibility on her shoulders and you're implying that she has the ability to find a solution. This is especially important when you've had to offer criticism about the same issue on repeated occasions.
Don't say:
"I keep telling you to pass those messages along on time, and you keep forgetting about them."
Do say:
"The problem with the messages doesn't seem to go away. What can we do to solve it?"
Reinforce positive
changes in behavior
Be sure you recognize employees or colleagues who change their behavior "for the better" after you've offered criticism. Compliment them - and you'll help make the behavior permanent!
Say:
"Since we talked about your absences two weeks ago, I noticed that you've made a real effort to be present at meetings. I just wanted you to know how pleased I am."
Be private
Positive criticism is private criticism. It should be delivered and discussed in your office, especially if you believe that an animated conversation will occur as a result of your comments. By offering privacy, you're showing respect for the individual you're criticizing and you're demonstrating the importance of the conversation.
Be conscious of the principles of
effective criticism, especially if you
must criticize under pressure
In many instances, you will have to deliver criticism quickly or under pressure. By remaining conscious of the principles of positive criticism, you'll be in a better position to undertake this task when you must without coming across as unprepared, nervous, or overly personal in your comments.
Let the criticism match the problem
A very minor problem should not require a full supervisory conference. By the same token, failure to adhere to a major policy calls for much more than a passing comment in the hall-way. The circumstances under which you offer criticism say a lot to an employee about the magnitude of the issues under discussion. Be sure the importance of the issue at hand matches the method you choose to deliver your criticism.
Don't confuse criticism
with discipline, but know when
to use both.
Constructive criticism should be used as a clean, efficient and affirming way to instill positive work behaviors in your employees and colleagues. Positive criticism works well with most people, and results in improved performance.
When criticism doesn't work, you can begin to use progressive discipline, gradually escalating the severity of the reprimands or sanctions delivered to an employee who consistently ignores policies, procedures or instructions. But remember: progressive discipline and criticism are fundamentally different techniques. Progressive discipline should only be used after you've attempted positive criticism; it should never be substituted for it or used first.
Be positive.
Nothing reinforces the true nature of positive criticism than a positive demeanor on your part. Speak in a relaxed, natural tone of voice when offering criticism, and don't hesitate to smile or use affirming body language. By demonstrating the positive nature of your comments, you'll invite your employee or colleague to become a partner in resolving whatever issues face you. Ultimately, this partnership will result in professional growth and success for both of you.
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