Communicating Constructive Criticism as Managers

As managers, it’s important to have regular one-on-one meetings with our employees to discuss their progress, set goals, and address any areas for improvement.

However, it can be challenging to deliver criticism in a way that is constructive and non-destructive. If not done correctly, these conversations can become demotivating or even damaging to the employee’s confidence and performance.

For years, I struggled with this myself. I would prepare for these meetings, make a list of points I wanted to address, and even practice in my head how I would deliver the message. But despite my best efforts, I often found that the message wasn’t getting through as I intended, or that the employee didn’t seem to fully understand or internalize what I was saying.

It wasn’t until I started studying the subject that I realized the problem wasn’t with the content of the conversation, but with the way I was delivering it.

After some research, I discovered that there are well-established principles in the field of organizational psychology for conducting these types of conversations effectively. I began applying these principles in my own meetings with employees, and the results were significantly better. Here are two key points that I’ve found to be particularly helpful:

1. Approach the conversation with a positive mindset. It’s important to give the employee the understanding that if they make the improvements you’re suggesting, there will be benefits for them as well. This could be as simple as saying something like, “If we improve this point, it will be amazing,” or “If you do it as we discussed, it will save you time.” By showing that you believe in their ability to improve, you’re giving them the confidence and motivation they need to succeed.
2. Use examples of times when the employee has met your expectations as a way to “soften” the criticism. If you’re addressing an area where the employee has consistently struggled, try to find examples of times when they’ve done well in that area and use those as a way to show them that they are capable of meeting your standards. You might say something like, “As you did in case X, I expect you to do in all other cases.” By linking the improvement to something they’ve already accomplished, you’re making it easier for them to understand and internalize what you’re asking of them.

By applying these principles, I’ve seen a significant improvement in the way my one-on-one meetings are conducted, and in the outcomes they produce. I hope these tips will be helpful for you as you work to create more successful and productive conversations with your employees.