Assertiveness training – GIVING CRITICISM ASSERTIVELY
GIVING CRITICISM BADLY INCREASES THE CHANCE of POOR PERFORMANCE CONTINUING
Giving criticism about unsatisfactory aspects of performance can be one of the most difficult tasks you have to face. It can be difficult because many people equate performance of the job with their competence as a person.
When done badly it will increase the frequency and intensity of what you want to change.
Because of the above, you may have had bad experiences in this area, so that now you either:
* avoid raising the particular criticism, or raise it tentatively
* work yourself into a state so that you raise the issue in an abrupt or
heavy handed way.
In either case the required change in that person’s performance may not come about or, if it does, it is accompanied by some undesirable changes, such as:
‘OK, if that’s what you want me to do in future, I’ll do it.
(Unsaid ‘….. but don’t expect me to help out next time you’ve got a rush on.’)
We stress that giving criticism is NOT an end in itself, it is a MEANS of achieving a change in the way a person carries out a particular aspect of the job.
You are more likely to achieve this end if you make your criticism assertively. You can begin by ensuring you have your and other person’s Rights in balance.
KEEP YOUR AND OTHERS’ RIGHTS BALANCED
Rights Involved…
In order to give criticism effectively you need to accept:
Your Rights
• to have staff work to an agreed standard
• to change their behaviour to achieve that standard
Other person’s Rights
• to know the standard that is required
• to question their behaviour but not their personality
Beforehand
1. Check your thinking is correct
I’m disappointed about the mistakes, but it’s not disastrous. I can raise
this in a matter of fact way with Jean.
2. Check your criticism is SPECIFIC i.e. about Jean’s behaviour
(a) What is the Jean doing or not doing that causes a problem for
me or others?
Over the last few weeks Jean has failed to put charge codes on the invoice and record changes in customer orders. This has meant we have wasted hours at month end trying to reconcile our figures.
During
3. INTRODUCE topic and, if appropriate, say WHY you want to raise the issue
Jean, I’d like to talk to you about a number of the invoices you’ve completed this week.
4. Make your SPECIFIC CRITICISM
I’ve noticed that number of them do not have the appropriate charge codes that enable final payment. We have had to spend a number of hours at month’s end trying to rectify this.
5. Get a RESPONSE to your criticism
‘What’s causing this?’
6. Ask for SUGGESTIONS to bring about change What ideas do you have, how you can avoid…?’
‘How can you go about making improvements?’
‘What changes need to be made?
7. SUMMARISE the suggestions to be actioned
‘So let’s agree that next time you’ll….’
‘So do you agree that in future you’ll… ?’
For more detailed information about these ideas and how to deal with difficult personal and work situations contact us at www.teamskills.co.uk or telephone Conrad or Suzanne Potts on +44 (0)1903 778977
