Unbridled Criticism

Once, after helping a retail company develop a customized survey to assess its executives’ performance, I attended the company’s meeting for its top leadership, where the head of human resources (HR) presented the new survey, its purpose, and its process to all the managers. During the break, I was approached by Sue, the director of learning, who also had played a key role in developing the survey. “Did you notice the way my boss introduced this new survey like she did most of the work? She didn’t do anything much except look over the work that you and I did. You know that.” Actually, I had noticed that she had taken most of the credit, but when acting as a consultant, I usually do not expect any recognition—so it had not bothered me. Sue went on: “She does that all the time—takes the credit. If she ever asks me for feedback, I’ll tell her, too.”

While Sue may have had a valid point, her criticism was inappropriate and damaging to her credibility because by telling me—a third party—she appeared untrustworthy. Criticism cannot be constructive unless it is addressed with the source—in Sue’s case, her boss. Certainly, we all need to vent or mull problems over with trusted people from time to time, but it is best done without creating third-party triangles.

Criticism is a necessary part of business and leadership. Managers must hold people accountable, judge competencies, develop talent, and deal effectively with behavior that undermines the team. Despite individual differences and an imperfect decoding system for appropriate words, how do you criticize without seeming too critical?

Not long ago I was asked to deliver a very specific message to a CEO from his management team: “Stop calling our ideas ‘immature.’” Immature perhaps is not a barb on the level of stupid, irresponsible, or thoughtless, but it is a word that usually offends. Bosses who cannot criticize without also insulting can have measurable negative effects on their organization’s bottom line, according to a study conducted by the University of North Carolina at Charlotte. Researchers surveyed 373 Air National Guard members about bosses’ abusive actions, such as “tells me my thoughts or feelings are stupid,” and they confirmed that employees subjected to these kinds of destructive comments were more likely to perform only the minimum required of them ( New York Times, December 24, 2002, p. F5).

Meaningful criticism does three things for the person on the receiving end: It helps the person to improve performance while expressing genuine appreciation for and interest in that person’s present efforts; it shows the person that his or her performance is worthy of judgment, as opposed to being ignored or unimportant; and it encourages and supports the person so as to build his or her confidence. To make sure that your criticism is helpful information and not another destructive comment, consider these guidelines:

• Think about your message’s content and context. Are you criticizing ideas, values, or behaviors—and not people? What is your motive in criticizing?

• Watch your tone and timing. Are you speaking in a way that seems helpful and concerned or patronizing and harsh? Are you choosing the best time and setting to criticize someone?

• Do not exaggerate. When you overstate—such as “Your expense account is putting this department in the poorhouse”—your listener likely will focus on your exaggerated information (“I don’t think $204 of expenses for January is putting this department in the poorhouse”) instead of your actual point. With hyperbole, instead of driving your point further, your listeners might miss it altogether.

At its best, criticism shows encouragement and support and affirms that the other person’s performance matters. And it builds good will. At its worst, criticism breeds fear, distrust, and a lack of confidence.