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Vitamins for the Soul -- July 10,2005
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Yali Shi
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Jul 10, 2005 06:03 PDT
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Vitamins for the Soul -- July 10,2005
Correcting Without Being Critical
By Les Giblin
There are going to be times when the successful leader must point out
errors and "correct" those working with him. This is truly an art, and
one that most would-be leaders fall down on.
The real purpose of criticism is not to beat the other fellow down, but
to build him up.-Not to hurt his feelings, but to help him do a job
better.
Not long ago I was discussing this subject with Walter Johnson,
vice-president of American Airlines. We were discussing the real need
for criticism, and how it could be a real help.
"You know, Les," he said, "a pilot coming in for a landing is a good
example of successful criticism. Frequently, his flying must be
criticized or corrected by the tower. If he's off course, the tower
doesn't hesitate to tell him so. If he's coming in too low, he's told
about it. If he is going to overshoot the field, he is corrected. Yet
I've never heard of one of our pilots getting offended by this
criticism. I've never heard one say, 'Aw, he's always finding fault with
my flying. Why can't he say something good for a change?'"
The next time you must get someone back on the beam, remember how the
airlines "correct" their pilots. Keep in mind that their criticism is to
achieve a good end result for both the airline and the pilot. The man in
the tower doesn't deal in personalities. He doesn't use recriminations.
His criticism is not blared out over loudspeakers but in strict privacy
to the pilot's earphones. He criticizes the act, not the person.
He doesn't say, "Well, if that isn't a dumb way to come in for a
landing." He just says, "You're coming in too low."
The pilot isn't asked to do something merely to please the boss. He has
an incentive of his own to take the criticism and benefit by it. He is
not offended; he actually appreciates it. He is more likely to buy the
man in the tower a steak dinner than to cuss him.
And the really important thing is that both the pilot and his "boss"
achieve some useful end result. The criticism accomplishes something.
All criticism could be given in the same spirit; if it were, equally
good results would be achieved.
There are seven musts for successful criticism:
§1§Criticism must be made in private. If you want your criticism to take
effect, you must not engage the other person's ego against you. The
mildest form of criticism made in the presence of others is very likely
to be resented by the other person.
§2§Preface criticism with a kind word or compliment. Kind words,
compliments, and praise have the effect of setting the stage in a
friendly atmosphere. It serves notice on the other fellow that you are
not attacking his ego, and puts him more at his ease. Praise and
compliments open the other person's mind: "I know from past experience
that you are always looking for little ways to constantly improve your
work. It occurred to me that..."
§3§Make the criticism impersonal. Criticize the act, not the person.
After all, it's his actions that you are interested in anyway.
§4§Supply the answer. When you tell the other person what he did wrong,
also tell him how to do it right. The emphasis should not be on the
mistake, but the means and ways to correct the mistake and avoid a
recurrence. Nothing can lower morale in an office, plant, or home quite
so much as an atmosphere of general dissatisfaction without there being
any clear defining of just what is expected. Most people are anxious to
"do right" if you tell them what "right" is.
§5§Ask for cooperation; don't demand it. Asking always brings more
cooperation than demanding. When you demand, you place the other fellow
in the role of slave and yourself in the role of slave driver. When you
ask, you place him in the role of a member of your team. Team feeling
gets much more cooperation than force.
§6§One criticism to an offense. To call attention to a given error one
time is justified. Twice is unnecessary. And three times is nagging.
Remember your goal in criticism: to get a job done.
§7§ Finish in a friendly fashion. Until an issue has been resolved on a
friendly note, it really hasn't been finished. Don't leave things
hanging in air, to be brought up later. Give the other fellow a pat on
the back at the end of the conversation. Let his last memory of the
meeting be the pat on the back, instead of a kick in the pants.
* * *
God bless,
Shi Yali
http://www.sunshin.org
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