Criticize for what reason? The most important question to address is why an employer should criticize their employees. There should be no connection between it and a personal preference. Feelings of concern should be the primary reason.
It is also the manager’s responsibility to guide his employees not only toward performance that will keep them employed, but also toward performance that will help them accomplish their goals – and, of course, maintain team spirit. There should never be a purpose for criticism to destroy, but to build. Ask yourself, ‘What exactly am I trying to correct? What is the desired reaction at the end of the interview or meeting?’
The manager should ask himself, ‘What is my goal?’ It is important to discuss constructively rather than destructively. As a result of so much unconstructive criticism, I would like to point out that it actually has a negative impact. Finding fault does not require much brainpower. Finding a better way to do something requires a lot more brain.
A manager may know what he wants to communicate, but it’s also important to remember that he is communicating with another person, and that person also possesses the wonderful attribute of the brain. Therefore, when communicating, you must not have a closed mind in order to get the message across.
In order to be receptive to the other person, you must open up their mind at the beginning of the meeting. Messages should be received, taken in, discussed, and then responded to by the person. Managers are often forced to criticize employees because their actions have been upsetting. It is not uncommon for an employee to act irresponsibly and even worse to intend to violate a rule or acceptable work practice.
When a manager loses patience, he or she reacts immediately. Criticizing the subordinates in fury, they are furious. Avoid it – it sometimes works, but it invariably destroys relationships and leads to a loss of respect.
This was a very silly communication error made by the managing director of a construction company. In addition, he suffered from pigeon management, lacked moral courage, and managed to destroy the confidence of his supervisors and foreman. A difficult situation was compounded by this, as you can imagine.
Because they lack the courage or frustration to talk to the individual causing the problems, some managers tell almost everyone else instead of talking to the individual. There is, of course, something unfair about this management style.
