A Foolproof System for Delivering Constructive Criticism
These guidelines take out the guesswork for feedback that sticks
Giving constructive criticism is an important communication skill, especially in the workplace. As with any other skill, your effectiveness will depend largely on your process.
Deborah Grayson Riegel, an executive communication coach and business school instructor, tells me there’s a tried and true method for delivering feedback. She’s taught these best practices to top CEOs across the U.S. and at elite business schools like the Wharton School. And they’ll work for you, too:
Set the stage. Ask the person whether they’re open to receiving feedback. If they are, then set up a specific time to do so.
State your intention. Be clear about why you’re giving them feedback. Before you start, make sure that you’re clear about this intention yourself. It shouldn’t be to embarrass or degrade the person, only to help them be more successful.
Name the issue that you’re observing. This should be objective, morally neutral, and quantifiable. Focus on specific actions (“In our meeting I saw you interrupt our client three times”), not vague character statements (“You were being rude”).
