STRATEGY

Delivering criticism requires a delicate touch. You need to present the problem strongly enough, so the employee gets the message and hopefully changes his behavior, but not so strongly that you undermine his confidence or create lingering resentment. The best way to accomplish this is to start with positive comments before delivering the criticism. If the information is received openly, reaffirm your confidence and set up a future meeting. If the employee disputes your perception or gets angry, give them a chance to get over reflexive defensiveness by offering specifics. If that doesn't calm them down, stop pulling your punches and make it clear their future depends on improved performance.

TACTICS

• Attitude: Think of yourself as a teacher or mentor, not a judge and jury. And be willing to absorb a little anger without retaliating—it's not easy to take criticism submissively.
• Preparation: Make sure your list of criticisms is accurate and detailed—you don't want this to turn into a debate over facts. Have specific suggestions and advice ready to help the employee improve their performance.
• Timing: If this isn't a formal review, it should take place as soon after a problem as possible so it's fresh in everyone's mind. If you can, schedule it for early in the week so the employee has a chance to act on your advice right away and won't have to dwell on it over a weekend.

  
  

• Behavior: Lead off with positive comments so the meeting doesn't seem like a one‐sided attack. If the employee won't get past their initial anger or denial, forget subtlety and make it clear their future is at stake unless they clean up their act.

ADAPTATIONS

This script can be modified to:

• Review a student's poor performance.
• Discuss a partner's lack of effort.
• Speak with a volunteer about lethargic efforts.

KEY POINTS

• Soften initial criticism by suggesting that perhaps your instructions weren't clear, or maybe the employee has been overworked.
• If your criticism is denied, offer specifics without getting defensive.
• If the employee responds with anger, show surprise and ask if there's something else troubling them.
• If the employee accepts the criticism immediately, or after having a chance to blow off some steam, reiterate your desire to help, and schedule a subsequent meeting.
• If the employee refuses to get past their anger or denial, say you have a problem with their attitude, warn them it must change, and demand immediate action.