One of my favorite sayings is, "No one ever kicks a dead dog," which means you have to be doing something to get criticized. My point is not to take criticism personally. When a coach or a friend or a boss is criticizing you, it usually means they really care, and even though it may not feel like it, they want to help you.
According to an old saying, "Criticism is something you can avoid easily — by saying nothing, doing nothing and being nothing." Obviously, that isn't an option for anyone who wants to be successful in business or as a leader. Good leaders are active, and their actions frequently put them out front. Of course, that often draws criticism.
Even when it is meant to be constructive, criticism is sometimes difficult to deliver effectively. When you have to correct a mistake or improve an employee's performance, it is essential to get your message across without creating bigger problems.
Before you offer any criticism, think about what results or changes you need. Telling an employee, "You were totally ineffective," may be accurate, but it doesn't communicate what your expectations are. Employees need to know exactly what they did wrong in order to improve. Explain the problem in precise terms: "You didn't bring the right equipment, which meant you took longer than necessary to complete the work."
Point out mistakes and problems, but don't dwell on them too long. Then start talking about how the employee can improve. When an employee's performance improves, make a point of recognizing it.
Ted Engstrom tells a story about a group of bright young men at the University of Wisconsin who were aspiring poets, novelists and essayists. They met regularly to read and critique one another's work in sessions that became progressively more contentious. So merciless were their criticisms that the club members called themselves the "Stranglers."
