Providing Constructive Criticism

Whether you are doling out constructive criticism or the recipient of this ever important feedback, the delivery of this crucial information can be awkward at best. I read an article by Stephen Marsh who turned me on to Jack Welch’s book Winning and I highly recommend this resource if you value promoting candor in your organization.

According to Welch, feedback must be delivered in a way that is clear, direct, and timely. When a situation or conflict arises, you should address it immediately since letting it fester will only complicate matters and compromise productivity and harmony in the organization.

It sounds simple, but committing to candid and 100% honest feedback in an organization takes guts, courage, and self confidence. But, if these conversations are direct, professional and intended for the long term success of the company and the individuals, then Welch says it’s completely worthwhile.

So how do you initiate these conversations without unleashing a meltdown of emotional angst? Here are some of Jack Welch’s tips for providing constructive criticism and specifically, how to start the conversation.

• Schedule an off site meeting. Take the opportunity to literally step outside of the workplace and the daily routine. Go to a coffee shop or neutral location to get a fresh perspective on the matter at hand. It will also insure privacy and confidentiality in the conversation.
• Communicate and prepare. The only way to deliver difficult information is to take time and prepare and if the message is targeted at a specific individual, be clear about the purpose of the meeting and give them time to prepare as well. This is not the time for a surprise meeting – that will only make your employee defensive and less likely to absorb your message. Candid comments tend to freak people out, according to Welch so give your employee time to submit a written self-evaluation in advance so they feel prepared for the session. Any performance review should be more than a verbal report card; it should be a discussion about how to improve individual performance as well as the company at large.
• Create a true dialogue. It’s not just about what the employee is lacking, or what they do well. Give your colleague an opportunity to share candid feedback about your management skills and style.
• Focus on the future. An effective leader must be self aware in a performance review. If your employee missed a goal, don’t spend your time dwelling on that; focus more on future strategies for improvement to be solution oriented.

Striking the right balance is the objective so you can share frequent constructive criticism beyond the standard performance reviews but be wary of crossing the line to micromanager. Learning how to build a culture of constructive criticism takes time and effort. Keep in mind, sharing positive feedback and reinforcement is just as important as identifying places for improvement. The goal is to build self confidence and empower your team with a candid environment that goes both ways. Because sometimes the manager needs a little constructive feedback as well!