10 Ways to get the most from criticism
Every leader hears both personal and organizational criticism. Personal criticism is directed toward leaders themselves and organizational criticism focuses on the organizations they lead.
Here’s how to get the most from organizational criticism
#1. Take organizational criticism personally. Don’t blame systems, programs, or people. You are responsible for your organization. Blocking criticism by blaming others protects your ego and chokes organizational potential.
#2. Don’t use the big picture to defend against “small” criticisms. When I receive criticism, my favorite place to hide is behind larger organizational goals. It’s easy to silence a critic because they don’t understand the big picture.
#3. Don’t deflect criticism with progress. Explaining organizational progress isn’t an answer to criticism it’s an excuse for mediocrity.
#4. Ask critics for solutions.
#5. Remember critics over-state. They say things like, “Everyone and always.” You’ll get the most from criticism if you let all-inclusive statements slide.
#6. Explain your response. Frequently your response is, “I need more information. Or, I’ll take this to the leadership team.” If you can’t address their criticism, tell them.
#7. Follow up with your critic.
#8. Reject criticisms that don’t enhance your mission, vision, and goals. If your mission is changing lives with tee shirt logos, reject critics who complain that you aren’t changing lives with bumper stickers.
#9. Ignore constant critics. They aren’t interested in making things better. They’re interested in complaining. Don’t be rude. Say, “Thank you for your feedback.” Then move on.
#10. Don’t become a critic driven organization. Some critics have selfish motives. They’re protecting their turf, making their own lives easier, undermining others, and hindering organizational objectives. In this case, use the big picture to silence selfish critics.
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How do you think leaders get the most from criticism? How would you criticize the list I’ve offered?
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Related Posts:
Caring enough to be criticized
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Leadership Freak
Dan Rockwell
Hi Dan. I like point number 4. Have you ever worked with people who are always critical of your ideas, and then you ask them “How they would do it differently” and you get “I don’t know”.
Personally I always assess whether the criticism is constructive or not. If it’s not, then I always say “I value your opinion but based on so…and….so facts I don’t think it works for me” and I move on.
Hi Peter,
Thanks for your comment.
I like the moving on part. If we aren’t careful, criticism can anchor us.
Best,
Dan
Read Peter’s wisdom at http://pewatac.com/blog/
#4 rings true….a variation is: if you have set the organizational expectation that any criticism, complaint, challenge or problem that the person brings to the table, they must always bring 3 options or possible solutions. No one gets to dump their dirty laundry without bringing a little soap. (You can support humor int he workplace by saying one of the solutions can be off the wall, goofy, totally out o’ the box.)
So the sequence for #4 might be…
1) Thank the person for bringing the issue to light…it shows their fortitude, advocacy, etc.
2) Hear/ask about their suggestions or options.
3) Then you can thank them for bringing 2-3 suggestions too! it shows their investment, motivation, etc.
#7 is essential for full circle leadership. No follow up, no follow through.
I really appreciate Jeremy’s reframe for #1…that works well. We all are responsible for organizational performance…or lack of.
Doc,
Well said. Thanks for adding to the conversation. I like the idea of bringing more than one solution.
On a personal note. I just received a note from your successor, Mike. 🙂
Best to you,
Dan
Hi Dan. Interesting post as almost always. (Just trying not to fall into the #5 “extreme” trap!)
I’m troubled with the first item on the list beginning “Take organizational criticism personally.” As far as I’m concerned, too many people take too many opinions personally, thus inhibiting clear-minded thought and action. Further, arguing to take things personally is another way to encourage folks to assume many comments are judgmental.
Perhaps a better way to express the thought would be something along the lines of “Assume personal responsibility for organizational performance.” Coupling that outlook with a mindset based on “could what I’m hearing improve our performance, culture, etc.?” is a display of strong, confident, and supportive leadership.
Thanks for writing and reading!
JB
Jeremy,
Thanks for your comment. I like how you state #1. Your criticism is received. 🙂 You’ve captured the idea I tried to communicate.
Best to you,
Dan
Jeremy is a consult to small businesses http://brombergllc.com/
Dan,
Interesting list. If a leader is truly honest with himself, this list will sort out the narcissist from the non-narcissist.
I would caution you on #9. A chronic complainer is not one to be ignored. I have often found chronic complainers to be what I call the “cancer cell in our midst.” As a cancer survivor twice over, I do not have a lot of patience with people that constantly complain. In an organizational setting, the chronic complainer’s complaints metastasize and bring down those that happen to be in the line of fire. Individuals that constantly complain tend to interrupt and disrupt the flow of work. Not only do they not do their own work, but those they complain to do not do their work either.
Have a safe and prosperous day,
Jim
Jim,
Glad you added to the conversation. I get your point. Silencing chronic complainers may save the body.
Regards,
Dan
Jim owns the Leemann Group in Arizona – http://www.leemanngroup.com/
He’s an organizational development consultant (among other things)
Very good post. I spend so much time training and coaching professionals on how to improve their ability to give criticism that can be heard (e.g. be specific vs overgeneralize) and also on how to deal with defensive reactions. Your post expands the picture by coming at it from the other side! Very nice. I will RT on Twitter.
Here’s a companion post that helps leaders deal with conflict when it arises. I welcome your comments and feedback there as well.
http://katenasser.com/ways-leaders-handle-conflict-best-teamwork-results/
Warmest wishes,
Kate Nasser, The People-Skills Coach
Kate,
I’m delighted you stopped in and left your first post on LF. I’m heading over to your post now.
Regards,
Dan
LF readers will enjoy visiting Kate’s site and watching her present on video. http://katenasser.com/
Criticism can be useful in an organisation. Sometimes it enables us to see something that we were not previously aware of and therefore it should be taken seriously.
Taking it personally? What a great way to ensure that you do something about it! Excellent advice.
An important aspect is to ensure the critics (and you know the ones in your organisations; the ones who moan and never offer solutions) don’t spread the black cloud over others. As Jim says, this can be cancerous and a danger to the culture and the organisation as a whole.
Mark,
I’m delighted you stopped in and left your first comment. I couldn’t agree more. the nonprofit I lead was recently criticized for something I thought it was quite good at. It was an eye opener and there was some truth to the criticism.
I look forward to your future contributions.
Best to you,
Dan
Dan,
I think I would add Ignore the CRITIC, Pay Close attention to the CRITICISM.
The critic may or may not have good motives. The critic may deliver the message well or, well…
But there is always valuable information in the criticism.
Mike
Mike,
Thank you. Great addition to the list. As I read your comment I thought about how we react to people and their mannerisms rather than really listening to their message. It’s the way you raise your eyebrow that ticks me off and then I stop listening and start reacting.
Regards,
Dan
Mike dispenses his thoughts and wisdom at http://mikereardononline.com/
Dan,
Very interesting read, I’ve been reading L/F for a short time and find most of the posts and feed backs well stated. This one in particular. It is difficult at times to stay objective with negative critics, however as you point out, the benefits of keeping conflict in check are well worth the effort.
T.R.
Terry,
Thank you very much for stopping in and leaving your first comment. I hope you’ll keep coming back and LF will be useful to you.
Regards,
Dan
Dan,
Another great “moving forward” post.
I wonder if you can really preclude organisational criticism away from personal criticism, per se. Organisational criticims will overlap unto the personal side of leadership.
When you are the boss leading an organisation, what you do and don’t reflects, to a great extend, upon your person-ality/character traits. This includes paradigm, perception and reactions to criticisms. There is a fine-line that hinges upon leaders in exercising “personal responsibility” for organisational improvement using criticisms.
When criticism is treated as a personal “attack”, invoking negative connotations, leaders do not take too kindly to criticisms. Sometimes, the very sound of it, even “constructive” criticisms can be a “put-off”.
I prefer to use “feedback or feedforward” to solicit improvements.
Some leaders just don’t get it, no matter how much change is altering the surrounding landscape. If a leader has a “My Way” mindset, they will practice all those killers you have mentioned.
On #9 &10, I am a bit uncomfortable with the “ignoring and moving on’ with the constant and selfish criticism. Something proactive must be done in “silencing” before it becomes cancerous. If using the big picture does not work, then they have to be criticised into the group think.
Dan,
This post, while short, only touches on the complexity associated with this topic. Leaders don’t want to discourage what you refer to as “critics”- after all, organizations need to have open communications that flow in all directions within organizations. What is needed is an educated workforce about the subject of criticism so when attempting to be open and candid, quality information is conveyed. Delivering information rooted in negativity- the constant critics- as you refer to them would be listened to because the constant critic and others would recognize that the intent is to move the ball forward.