By Deb Bright Ed.D
No one likes feedback. dealt with poorly, it too frequently stings and breeds resentment - and such a lot folks attempt to stay away from it in any respect expenditures. yet feedback - crafted rigorously and communicated skillfully - promotes belief and admire, motivates participants, and serves as a catalyst for switch. It has the facility to turbocharge offices and careers. If that sounds farfetched, for the reason that few know how to correctly supply and obtain the type of serious suggestions that brings optimistic effects. the reality does not need to harm rejuvenates this strong yet ignored artwork shape. Executives, managers, staff leaders - somebody who must mood compliment with a dose of fact - will learn how to: convey the reality and feature it taken as invaluable; create an environment of attractiveness; steer clear of error that sabotage an alternate; and keep an eye on how they obtain feedback in order that they gain - no matter if it truly is badly offered. Ignoring difficulties or consistently announcing great issues will in basic terms preserve the established order. This research-backed publication provides confirmed thoughts and instruments for motivating humans and triggering development - quickly and painlessly.
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Extra info for The Truth Doesn't Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change
Any leader is likely to experience doubt and discomfort when he has successfully performed a task a certain way and is now told that it’s not the way to do it anymore. Criticism, such as in this example—where change is required more than suggested—can result in both hurt and resentment. And, if handled poorly, such criticism can seriously hamper one’s performance. 34 THE TRUTH DOESN’T HAVE TO HURT —6— Poor Delivery and a Nonreceptive Receiver Both Play a Role The vast majority of us are poorly trained in both giving and receiving criticism, and it’s the lack of effective skills that creates additional stress when we are engaged in an exchange.
You see, in his haste to point out issues and start them on the way to resolution, Ted made the team members extremely upset by his abrasive, confrontational style, and they ran to Ted’s boss, Sam, to complain. Sam recognized the urgency of the situation, and as a “Just Do It Giver, ” she rushed over to Ted, telling him Criticism Manners 45 he was too confrontational. Ted resisted the criticism from Sam because he believed that shaking up the team was exactly what he was brought in to do. All the confusion that resulted between Sam and Ted in the days that followed could have been avoided if only Sam’s message had placed the criticism in proper context so Ted could understand what Sam was saying more clearly.
Once we do, we will understand how to recognize helpful criticism and separate it from other forms of negative input such as insults, demeaning statements, or cutting remarks. Helpful criticism is characteristically instructive criticism at its core. Despite good intentions, however, a giver runs some risk of being perceived by the receiver as hurtful or objectionable. As we stated earlier, contrary to popular belief, it’s the receiver, not the giver, who is in control of the process. All along, most of us have known instinctually that the receiver is in control.