Criticism And Encouragement: Palm And Sweet Jujube

The wise middle class must understand that the real purpose of criticism is not to get the other person to fall down, but to correct each other's mistakes. Therefore, criticism should not hurt each other, but art criticism encourages him to show better performance.

　　 Exxon Every year, they will be invited to participate in the book review work of a certain unit. Although this work is not very much, it is an honor. Many people will not find a way to join the meeting. Therefore, everyone is envious. What is the reason why Exxon has this "honor"?

Until the retirement of Exxon, when someone asked him the secret, he smiled and opened a riddle to people.

It turns out that he can be invited every year, not because of his professional vision and job relationship, but because he can inspire others and gently criticize people. When he finds some mistakes, he will find the editors of the books after the meeting is over, and tell them the editor's point in private. In this way, not only did we keep the "face" of the book editors, but also the 1 members of the business respected him and liked him, and of course he could be accredited every year.

　　 Exxon This kind of criticism has indirectly encouraged the editors, which can not be ignored as a brilliant incentive.

Exxon can criticize this embarrassing matter so well and use it naturally. When a person is not a good sage, he can never fail. When the middle level is faced with something that has not been done satisfactorily, or if the employee's work has gone wrong, proper criticism should be appropriate. It should be based on helping others grow like Exxon, instead of giving vent to anger and attacking others.

"Grief is greater than heart failure". Criticizing "degree" is unfavorable to the development of employees or enterprises. Only by "moderate" and grasping certain principles can we succeed in stimulating effect.

First, give A slap Sweet jujube

Mary Kay, a famous American entrepreneur, said in his book "the way of employing": "never criticize and not praise. This is a principle that I strictly follow. No matter what you criticize or criticize, you must find something commendable to stay behind. This is called "criticize first, then praise". Therefore, it is worthwhile for every middle-level leader to learn and imitate the practice of giving palm and sweet jujube first.

Chen Yuanchun spent less than half a year in two in a big company. One day, the leader gave him the materials to be prepared for a conference, but he forgot to check the figures in the data.

When the leader walked into the conference room with this information, Chen Yuanchun remembered it. He revisited the copied information and found out that the number was very wrong. So he hurriedly called the conference room and explained the situation. The leader was furious when he received the call and criticized him severely. Chen Yuanchun thought, this time is over. After the leader has finished the meeting, he resigns to himself. However, after the meeting, the leader came straight forward and said with a pleasant face, "thank you for reminding me. I woke up in time without making any mistakes, but I hope you can be more careful in the future." The words were beyond Chen Yuanchun's expectation.

In this way, Chen Yuanchun decided not to quit his job. He worked harder and more seriously in his future work.

A clever middle level leader should be like a leader in a case. Even if his subordinates are wrong, if he himself has realized the mistake, he must not criticize directly, but give proper criticism or punishment so that he knows his mistake. If he is calm, he will give him a little bit of sweetness and guide him in the right direction. This way of encouragement will make employees admire themselves so that their passion can also burst out in a flash.

There is a saying: "criticism should be good intentions, not malicious; criticism should be an incentive rather than a blow; criticism should be a safeguard of human dignity rather than a disgrace of personality; criticism is love rather than hate, a deep burning love hidden under a severe appearance."

When employees know that they have done something wrong, they are very depressed and even afraid. If the middle level leaders only affect the personal quality and accomplishment of their employees only at this time, it will cause great psychological harm to their employees. Therefore, middle-level leaders must master the principle of "right things against people" when criticizing.

Chen Tao is a supermarket manager. He is short tempered, and always criticize his employees to show no mercy to others. Once, because of some mistakes in the channel, he was very angry and scolded up on the spot. "You guys are so stupid. It's a mistake to hire you!" the head of the sales department listened to, and he felt very uncomfortable.

Later, after finishing the matter, Chen Tao realized that his previous practice was not proper, so he immediately took remedial measures. He first called the head of the store to the office, and then said, "I'm sorry to be wronged today. Please forgive me for my bad temper. However, the work of the store must be improved. I believe you can do it well.

The manager of the store department immediately felt relieved and smiled on his face. No such thing happened in his future work.

Two, criticize concrete things.

As a middle class, we must understand that the purpose of criticism is not to blame employees, but to motivate him to do well. Only by criticizing specific things and letting employees understand the reasons for criticism can they act in a convincing way. Moreover, it is better to criticize only one thing at a time, so as to inspire.

Three, the way of criticism should be tactful.

Once, Konosuke Matsushita, the Japanese "God of management", waited for six guests in the company dining room. They ordered sandwiches and bread. After six people had finished their main meal, Matsushita asked the assistant to come to the chef with the roast sandwich bread. He also stressed: "do not ask the manager to find the chef."

The assistant noticed that Panasonic sandwiches had eaten only half of the bread, and the thought for a while might be embarrassing.

The chef was very nervous when he came, because he knew that his guests were Panasonic.

"Is there any problem?" the chef asked nervously.

"Baking sandwich bread is no problem for you," Panasonic said, "but I can only eat half. The reason is not cooking, sandwiches are really tasty, but I am 80 years old and I have no appetite.

The chef was confused with the other five diners and looked at each other for a long time before he realized what was going on. "I want to talk to you face to face because I am worried that you will be sad to see that half of the sandwich bread is sent back to the kitchen."

Here, Konosuke Matsushita's euphemistic criticism can be seen as an encouragement to the chef. This indirect way of criticizing and criticizing the chief chef takes into account the chef's face and gives him a room for thought. This kind of great spur effect, which is tactful and tactful, does not hurt the self esteem of the critics. It is an excellent way of criticism.