Creating Trusting Environments: Unapologetic Transformations
This is a continued conversation from 12/15. If you missed the previous pillars, we would encourage you to go back and follow along for our full content on this discussion!
#9) Don’t leave out constructive criticism but do it with a well thought-through approach.
One of the biggest disservices we do to our people revolves around providing constructive criticism. We either don’t provide it when it’s needed, or we overstate it when it isn’t necessary. So how do you know when and how to provide critical feedback? At Unapologetic we’d say it’s going to depend...
You, as the leader, must take the recipient into consideration. If there IS something to be learned, or something that needs to be improved upon, you as their leader owe them that feedback. Many people back away from this part of their role as a people manager because it’s uncomfortable and you’re afraid of hurting someone’s feelings. If you have people who report to you, your responsibility is to help them improve and elevate their skillset. Don’t overplay the good work they’ve done and minimize the places where they slipped, or where they have room to improve. How can they continue to grow and develop if you’re not talking through it with them and creating value as a manager?
On the other hand, if someone on your team, is a perfectionist or is hard on themselves even when not warranted, it may be more beneficial to NOT search for and provide constructive criticism immediately. In the moment consider saying something like, “I think we both agree that hindsight is 20/20, can we huddle in a few days to review what you might consider doing more of/less than/differently?” Take them on an exploratory experience of their own decision-making, allowing them to guide the conversation and learnings. Will this be a longer conversation for you, ‘yes’, but if you preserve the dignity and self-worth during the conversation, will it be worth it, also ‘yes.’” Consider this approach with those who deal with Imposter Syndrome.
Real talk… it’s a balance. Done ineffectively and it could be a relationship-building deterrent for those who report to you. There are parts that are CRUCIAL to think through and as always, preparation is key. Don’t wing these conversations. Your employee deserves planning and forethought. Demonstrate to them that they are worthy (or deserving) of preparation.
The following points are important to keep in mind:
1) The communication style of the person you’re talking to. Proactively think through how they may receive the information and tailor your message accordingly. You might have the best of intentions, but if you’re not sensitive to them, your positive intentions won’t matter. This isn’t about you; this is about them.
2) Don’t compare their work to anyone else’s, and certainly not to your own. Don’t try to make them your mini-me. Allow them to be their own person. In other words, allow them to do things their way. The best leaders help people elevate themselves to the best version of THEMSELVES. This will require you to self-evaluate and consider your criticism before you give it, but it’s important.
3) Remind them that it’s ok to have made mistakes. Exercise your vulnerability and tell them about a time when you also faltered. Take it full circle and let them know what you did about it to improve moving forward.
We realize these concepts take time and effort, but the payoff is well worth the time spent.
Allow Unapologetic to be a part of the transformation your workplace can witness by helping you put plans into action!
Message us today to learn more about the warning signs of Imposter Syndrome and how to help those in your workplace shatter their concerns with our customizable workshop.
