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Leadership: Giving Criticism
& Driving Improvement

It is easier to take criticism after we’ve heard some praise.
Look for things done well before calling attention to failings.
Follow up sincere praise with an “and” rather than a “but” before delivering criticism. Otherwise, your praise may seem contrived and artificial.

Example: Instead of, “We’re proud of your grades son, but if you had tried better in algebra they would be a lot better” to “We’re proud of your grades son, and if you keep it up you’re algebra grades will be even better next semester.”

Direct, harsh criticism can destroy incentive to improve.
Possible Method: Asking the other party to consider alternative points of view, i.e. “Is this process the most efficient way to get the job done?” and “I wonder how user-friendly this feature will be.”
Possible Method: Rather than pointing out a sales clerk’s inattentiveness toward customers, a store manager might help out the customer in full view of the inattentive sales clerk.
Possible Method: Instead of “Your idea isn’t very good,” “This idea may not work in the present environment.” It isn’t the work/idea that is flawed; it’s the environment’s fault. Don’t be too obvious.

By not giving the others a chance to avoid embarrassment, they may become defensive and work hard to avoid admitting their failings.
Damaging someone's ego will build resentment in the long rung.
Always try to give criticism in private. Don’t make the individual look bad in front of his/her peers.
Example: Instead of demoting someone, change his or her title and responsibilities – a lateral move that avoids a very public embarrassment.

You can enable others to succeed by making faults seem easy to correct and new skills seem easy to learn.

Praise will reinforce the growth of desired behavior and bad habits “will atrophy due to lack of attention.”
Try to be as specific as possible – it should come from the heart and be completely sincere.

“Abilities wither under criticism; they blossom under encouragement.” – Dale Carnegie

Example: “Matt, you have been such a capable producer in the past, but your recent projects hasn’t been up to your old standards.”
Showing others that you respect their capabilities in some capacity is empowering and earns you their respect.

Leadership: Motivating Others

Example: “Would it make sense to organize these alphabetically?” instead of direct orders to organize alphabetically.
Others are more motivated and more likely to contribute in unexpected ways than if you had given them direct orders.

Make one feel too important to do something you’d prefer they didn’t do.
Ask someone if they would be willing to accept an important role, even when you know they would jump at the chance.
Give others titles and authority toward completing your goals, fueling their perceptions of self-worth as they complete the tasks you’ve given them.

Step by Step Guide:

1. Be Sincere. Don't promise things you can't do or deliver.
2. Know preciesly what it is you want the other person to do.
3. Be Empathetic. Ask yourself what others want.
4. Focus on any benifits the other person will receive. Forget about the benefits to yourself.
5. Explain how those benefits match the other person's wants.
6. Frame requests to communicate that the other person will personally benefit. Example: “John, clean the stock room now.” Vs “John, if we clean the stock room now we won’t have to deal with it later.”