2019-03-08 21:05:04
As a leader, not only must he be familiar with leadership strategies, but he must also pay attention to the art of criticism. Subordinates are wrong and must be criticized, but the method of criticism is very important. Otherwise, not only will the criticism be ineffective, but morale will be affected. In management practice, we often encounter the phenomenon of intensifying contradictions due to improper criticism.
So, how to criticize subordinates in order to achieve the desired effect? The following 16 classic routines must be known. Learned, your subordinates will give you the five bodies that you admire.
1. Hamburger criticism
The typical characteristic of Hamburg criticism is "affirmation + criticism + encouragement". First affirm his work, let his subordinates get rid of his guard, then criticize him to make him aware of his mistakes, and finally encourage him to let him lay down his burden. For example, if an employee does not complete the work according to the work schedule, you can say: "You have always been very active in doing things", first affirm it. Then he said "this time surprised me" and criticized in disguise. Finally say "I believe you can do it well" and finally encourage. |
2. Lubricated criticism
When the barber shaves a person, he first applies lubricating soapy water to the other party to reduce pain. Before criticizing his subordinates, he praises him. Subordinates are willing to accept criticism and correct mistakes. At a middle-level cadre meeting, Ren Zhengfei said to a senior director of Huawei: "You have made a lot of progress recently." As soon as the director was about to laugh, he heard the second half of the sentence, "From very poor to relatively poor!"
3. Implicit criticism
There was a county magistrate in the Ming Dynasty called Yu Cheng. When he was handling a case, he learned that the master was bribed by one of the parties and always went to that house to drink. Because the master had a greater influence on the judgment of the case, the county magistrate decided to beat him. Once, the county magistrate chatted with the master in the lobby, and Yu Cheng said: "I heard that you have been drinking a lot recently, and the alcohol hurts your body, so you must pay attention." The master heard that this is the county magistrate to save face for himself, never again. Dare to go.
Fourth, trust-style criticism
Wei Wenhou appointed Le Yang as a general in the crusade against Zhongshan, and achieved a major victory. After the Leyang class teacher returned to the court, he was a little proud of it. Wei Wenhou didn't say anything, and showed him a box, which was full of memorials to impeach him. Le Yang got out of a cold sweat, and quickly said: "This is all thanks to you, the king. Without the trust of the king, I might have moved my head long ago." Wei Wenhou said: "Only you can do things for me, and only I can use them. You do things for me."
Five, list style criticism
Leaders who set an example and benchmark will infect employees and prompt them to "introspect" and "self-criticize." Once, Washington saw a car stuck in the silt. Several soldiers were pushing a cart. A lieutenant yelled five and six. Washington said, "Why don't you go cart?" The lieutenant said, "I am a lieutenant." Washington Jumped off the horse, said: "I am Washington", and then stepped forward to help. The lieutenant was extremely ashamed.
Six, chat-style criticism
Mary Kay Ash, CEO of Mary Kay Cosmetics in the United States, believes that the best atmosphere of criticism is "discussion-style" and "chat-style" criticism. When she criticizes others, she never sits behind her desk and talks with each other, but invites her to sit on the sofa with herself and have a discussion in a relaxed and pleasant environment. She believes that the desk represents authority and is an obstacle to communication. It gives people a condescending feeling and is not conducive to communication and communication.
Seven, reminder criticism
Reminder criticism is also called suggestive criticism. When criticizing, he doesn't point out the problem directly, but reminds his subordinates in a way of understanding. In this way, the goal of criticism is achieved while preserving the face of subordinates. As long as they are not people with poor emotional intelligence, they can understand the intentions of the leadership. For example, if an employee is found to be late, he points to the other's watch and asks: "Help me see what time it is?"
Eight, caring criticism
When criticizing, add some emotional factors. It seems that you are caring, but in fact you are criticizing. Because of the emotional element added to criticism, subordinates are more likely to accept your criticism. For example, if a subordinate is late for work in the morning, you can criticize it like this: "It's because of sending the child. The time is so stressful every time, and the road is so irritable, and the road is more unsafe. In fact, it is enough to come out ten minutes early every day, you say yes. ?"
Nine, fuzzy criticism
If the team's discipline is lax, there are often violations of discipline. In order to rectify labor discipline, you can say at the meeting: "Recently, the team discipline is generally good, but there are also individual comrades who have performed very poorly. They often arrive late and leave early, and some are off-duty, bragging and chatting..." A lot of vague language is used here. Such as "individual", "some", and so on. It not only took care of the face of some people, but also pointed out the problem.
10. Forced criticism
When criticizing, if you communicate according to the forward logic, it is often difficult to achieve good results. If you change your thinking and force it backwards, your subordinates will quickly realize their problems. For example, the work of subordinates has a negative impact on the overall work plan, and the leader criticizes: "If you follow this approach, does the plan have to be pushed back?" At this time, most critics will revise their own. error.
11. Responsible criticism
In management, to blame oneself is to blame others in a disguised form. A new general manager called a meeting of various departments, and after the time was up, several people slowly entered the office. The general manager remained silent. When everyone arrived, he said to the meeting recorder: "Someone is late because I cannot communicate properly. I am responsible for management. A fine of 500 will be deducted from the salary. A copy of the minutes of the meeting will be sent to the Finance Department. "After that, he presided over the meeting, and no one dared to be late again.
Twelve, consoling criticism
Before Maupassant became famous, once, he asked the famous writers Bouyer and Flaubert for advice on poetry creation. The two great writers drank champagne while listening to Maupassant reading poems. After listening to this poem, Bouye said, "Although the sentence of your poem is blunt, like a cow's tendon, but I have read worse poems. This poem is like this glass of champagne, I can barely drink it." Both pointed out. Insufficient, and no stick was beaten to death.
Thirteen, humorous criticism
In the process of criticism, a proper humor can not only relieve the tension of subordinates, but also enhance the emotional exchanges between each other. Once, when the company was preparing for a large meeting, Xiao Zhang left the table cards in the company, and happened to be seen by the boss and put them in his car. The next day, when Xiao Zhang was sweating profusely, the boss handed over the table sign and said with a smile: "I am now your follower." Since then, Xiao Zhang has never made a similar mistake again.
14. Silent criticism
Once, Napoleon made an appointment with one of his generals to have dinner in the evening and then discuss combat issues. By the appointed time, the general has not yet come. What to do when his subordinates ask for instructions, Napoleon said, leave him alone, let's eat it ourselves. When the meal was almost finished, the general came. Napoleon pushed the bowl and went directly to the battle map. The general had no choice but to follow behind him, so scared that he dared not come out.
15. Paradoxical criticism
When Emperor Wu of the Han Dynasty, someone killed a deer in Shanglinyuan and was sentenced to death. Dongfang Shuo said to Emperor Wu: "This man deserves to die for three reasons: First, let your majesty kill because of a deer, and the sin deserves ten thousand deaths; let the world know that your majesty values deer and despise life, and the crime is not to be punishable; the Xiongnu needs deer for offending The horn hit the Huns to death, but he killed the deer, which was a heinous crime." Han Wudi laughed after hearing this, and then pardoned the deer killer.
16. Spurring criticism
Leaders' spurring language often makes subordinates enthusiastic, such as: "Xiao Zhang, you are motivated and enthusiastic about work. I have always been optimistic about you. This mistake should not be made. I hope you will not be burdened with thoughts, I I believe you will do a great job next time." A few short sentences can make your subordinates feel warm when accepting your criticism and knowing that the leader will value himself as always, and his work will be more passionate.