When you are a leader, there will be times when you have to analyze the performance of those you lead. Their work does not meet the standards and must be met. How do you criticize but not undermine the confidence of the critic? How does he get his work done and then continue to come and work with a positive attitude?
You may want to think about the following five ideas listed below.
- Action vs. Man
In their prominent book, The One Minute Manager, Ken Blanchard and Spencer Johnson emphasized that he analyzes the action, not the person. Many coaches in the stadium do not believe this. They think he is criticizing both the action and the person. By talking to each other you get someone’s attention and you will be motivated to do better.
I played for a coach who believed that this person should be spoken to in order to make the player improve his performance. I found that to maintain my self-confidence, I literally pulled him out as he tore me apart. The problem, however, was that when he taught the most important ideas for improvement, I was still correcting him.
Then I played college coach, Gordie Gillespie, who corrected me for not working properly. While shouting knowledge! However, in the four years I have played for him, I have never heard him attack the personality of one of our players. It was always an act.
I think there may be something different in this philosophy. Once you have corrected the action of your leader several times but he refuses to change, you may need to talk to that person.
We had a runner in one of our basketball teams at St. Louis University. Francis who was going to the end of the bench when we took him out of the game. We wanted all our players to come on the bench and always support the coach and talk about the game. He ignored our authority and continued to sit with the coach.
The third or fourth time he did this, I told one of our coaches to accompany him across the courtroom to the restroom. I instructed our coach to let him know that I would ask him one question during the break – whether he wants to be part of our team or not.
I was glad that his decision was to stay with us because he was a very good player! I hated to embarrass him but he had no right to embarrass our team. He did not go to the end of the bench after the incident.
- Sandwich Vision
The idea of a sandwich can be a way to convey your analysis to a person without undermining his or her self-confidence or positive attitude. He puts a sandwich of criticism between two beautiful comments.
I would say something like this to one of our basketball players. “You know you’re a great player, so why not make a tough or attractive world instead of an easy world to keep our case going? Now go back to court and show everyone why you are an All-Conference player. ”
I hope you get the point that a good pass is often caught and we don’t want it in our offensive game. If he had continued to make difficult passes, he would have been sitting next to us on the bench! In sports, the bench is the largest measure.
- Say What You Say
There is a saying, “Say what you say and then say what you say.” You don’t want to hit the jungle where you have to present criticism; you want to clarify. You want to be straight in the middle of the problem.
I participated in one intervention and that was the time for me to explain what you mean. We had to deal with an alcoholic. We have our existing team and a psychiatrist who has taught us how to do the intervention.
We actually included the idea of a summons in the intervention because we started the session with three team members telling the person how much they care about him or her sincerely. We then look at how big his problem is and that we can no longer tolerate being with him if he doesn’t go for rehab.
We had a car waiting for him outside the building and the hospital was ready to let him in. We also had a facility that would accommodate him after he was discharged from the hospital. We ended up saying what we were saying by telling her if she didn’t go to the hospital right away, she wouldn’t be with us anymore. He agreed to go. It was critical that we were all on the same page when we said what we meant and what we meant.
Amy Guettler wrote, “If there is any criticism, do it in person and in private to avoid embarrassing her in front of your colleagues.” I agree with this with one different example given above. Shame on the critic is a last resort.
The senior league manager once spent three hours with our team talking about baseball. I had a lot of respect for him because he had never criticized his players in newspapers or broadcast places. He told us though that there was a time when he was disappointed with his midfielders.
He called them privately and simply told them, “There is still a Triple A League!” Needless to say, they were not to be brought down there. They got the point. Joe Nameth, a prominent quarterback in the NFL, was actually publicly criticized but still respected his parents. He said that until he was thirteen he thought his name was “Shut up!”
Geoffrey James wrote, “Threaten criticism as a way of responding.” Ultimately, the object of criticism is the one who criticizes him in order to improve his performance. To find improvement in your analysis, you may want to look at how Geoffrey James continued, “Listen, acknowledge, and read. You may think you know what happened and why something happened, but you can easily get it wrong. ”
This is possible in the world of education. We once had a girl in high school who was bright but didn’t want to study. When we listened to her, we learned that she was in a nursing home and that she had seen the horrible things happening to young people there. Given his experience, studying was the last thing on his mind.
It may be appropriate for Ian Maclaren to write, “Everyone you meet is fighting a war you know nothing about. Be kind. Always. ”
If your objective is to improve the quality of your life and to make it easier for the person to be criticized, to maintain a positive attitude, and you may want to consider these five points before an argument.
Criticize the action, not the person.
Find out if the Sandwich Theory works.
Say what you mean, say what you say.
The goal is feedback, confidence, and improvement.
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