Criticism and compliments: finding the right balance...
Criticism and reminders must be based on facts and arguments discussed with the employee in question. Feel free to give compliments, but objectively so that they are credible.
Criticism, warnings, attacks, but also congratulations, compliments, praise... Expressing one's feelings towards an employee is part of the daily life of any manager. The most difficult thing is certainly formulating criticism. Poorly expressed, they can indeed leave undeniable traces with those concerned, while many managers fail to measure the impact of such acts. "We have difficulty having a healthy reaction when we are, for example, given blunt criticism. It can escalate into open conflict, misunderstandings...", underlines Malgorzata Saadani, international coach and CEO of ANC Communication.
Faced with an employee who does not meet deadlines, is systematically late, does sloppy work or is constantly aggressive towards colleagues, many managers do not hesitate to react by applying sanctions without appeal without trying to take a step back. It is true that sometimes, when the stakes are not well understood, there is no other choice than to adopt such solutions. But choosing the strong way is not always the best approach. For Anass Benjelloun Zahr, CEO of the Mawazin agency, "the demand for performance is certainly essential, but exerting excessive pressure on employees to achieve objectives is not the behavior that yields the most performance in the medium and long term. To make the company progress, we need the commitment of employees. Those whose only strategy is to exploit employees always end up failing". This does not mean that one should let things slide to avoid conflict. Sometimes, a burst of anger is necessary to remind people of the rules. In short, when the manager observes a slackening or a deviation, it is not advisable to turn a blind eye, for fear of degrading the atmosphere. A fault that is not punished, especially if it is noted by a good part of the team, leaves the door open to recurrence or constitutes a sign that everything is tolerated.
However, it is inadvisable to act hastily. A brutal reaction is the best way to provoke a bad atmosphere of tension. But it is also not wise to indefinitely postpone the moment of reprimand. "You just have to find the right time to engage in dialogue. After all, the employee may not have measured the full impact of his actions or behavior. It may also happen that he is disturbed by extra-professional constraints", explains Omar Kindi, CEO of Ek Developpement.
The first step for good re-framing is to call the employee for an individual meeting. In order to prepare for it, it is suggested first of all to prepare one's arguments through several questions: what criticisms does one wish to convey? What specific facts can one rely on? What are the consequences of this deviation on the company? It is then necessary to structure the discussions. "An aggressive tone will not encourage the employee to change. On the contrary, he may become defensive and no longer be cooperative", explains Omar Kindi.
Nevertheless, it is advisable to enter into the explanations without ambiguity. "I describe the facts concretely. If the employee is often late, it is necessary to give precise details and show him that his malfunction can hinder the work of his colleagues", underlines Omar Benaini, associate consultant at LMS ORH.
It is also important to let him express himself on how he wants to make amends. This is indeed a good way to involve him more. But if the measures he is ready to take are insufficient or have already proved inadequate, he should be made to understand this immediately and invited to find others. All this until a point of agreement is reached. But once again, a boss is not necessarily always right; the mistakes of others can be motivated by the behavior or actions of the boss. In return, he must take into consideration the remarks made about him to improve his behavior.
Congratulations deserve substance and form
Just like criticism, compliments are necessary, and even very important. In this area, many managers impose a little too much restraint on themselves. Some managers consider that they should not thank or congratulate an employee who has done a good job because, after all, he is paid to do his job well. "In reality, these managers are mistaken because they fail to realize that the sources of motivation for individuals are very diverse. Some of us need compliments to be reassured, others need them to give more", explains Omar Benaini.
Once again, as with criticism, congratulations deserve substance and form. "It is necessary to avoid clichés that are used for all occasions. If you have to do it, you have to use the right words, such as appreciating the clarity of the message, particularly the quality of the argumentation when an employee speaks in public", notes Ms. Saadani. In short, the compliment must be as objective as possible in order to make it credible and avoid it being perceived as manipulation. Omar Kindi also adds that "the better you know how to evaluate the quality of the work accomplished, and what it actually represents for each employee, the easier it will be for you to give compliments in a targeted and personal way".
In any case, money is not the most important motivational tool. The individual needs recognition. This is why it is necessary to make good use of compliments because they allow good results to be obtained. At least, to maintain a good relationship.
Published on February 9, 2011
Posted online on February 11, 2011
