Post pentru manageri si angajati: cum sa critici eficient in 9 pasi
Am vorbit recent, in acest Post pentru manageri si angajati: critica, fara a pune ceva in loc, e egala cu 0 despre critica. Spuneam acolo – in comentarii – ca de fapt critica aceasta facuta fara a oferi si directii de imbunatatire nu doar ca este egala cu 0 – e mai rau. Poate aduce prejudicii importante: angajatii se pot enerva, atmosfera de lucru are de suferit si asa mai departe. Va propun sa vedem astazi cum se poate critica eficient si va astept parerile sau sfaturile – daca aveti alte idei sau experiente din care am putea invata le astept cu mare drag.
Este indicat sa nu se critice omul, ci actiunea/rezultatul. Este indicat sa nu ii spui cuiva ca “e prost”, “ca nu stie nimic” si alte asemenea. Indicat este sa se critice rezultatul: “raportul tau parer a fi facut in graba. Nu contine elementele …, nu are detaliate aspectele…”. Sau se poate critica actiunea: “Modul in care ai procedat in situatia X poate ca nu a fost cel mai inspirat. Reactia lui Y…” ori altele similare.
Nu se critica de fata cu toata lumea, ci in privat. Angajatul este invitat la o discutie. Si nici invitatia nu este bine sa fie realizata tipand pe culoare, ci mai discret. Se poate trimite un e-mail, se poate vorbi mai incet cand va intalniti cu angajatul etc.
Este de dorit sa nu se ridice glasul. Daca se tipa la angajat/subaltern totul este pierdut pentru ca nu veti crea sentimentul ca va doriti o discutie ci veti genera o reactie de aparare si nu de dorinta de a imbunatati lucrurile.
Atentie la atitudine: nu este de dorit sa fie o atitudine superioara si sa se “tune” niste ordine. Aici este bine sa fiti atent/a si la limbajul nonverbal si la cel paraverbal. Orice gest conteaza – si al dumnavoastra si al angajatului. La fel, pozitia in care il asezati, modul in care ii vorbiti etc.
Aflati cauzele pentru care angajatul a procedat intr-un anume fel. In cadrul discutiei este bine sa aflati cauzele pentru care a actionat intr-un fel sau altul. S-ar putea ca motivele sa fie personale sau profesionale, s-ar putea ca angajatul sa fi facut cu adevarat totul cat de bine s-a priceput (si ca atare altele sa fie limitarile) sau s-ar putea sa fi facut totul “ca sa fie”, repede si evident, nu bine. Puteti afla de ce angajatul a facut ceva intr-un anumit fel si acest lucru va poate ajuta. Afland cum vede angajatul o actiune sau un mod de a realiza un anumit lucru puteti descoperi cauza rezultatului care v-a deranjat/nemultumit si astfel puteti sa corectati/inlaturati cauza si nu doar sa discutati pe marginea efectului.
Invitati la discutie si oferiti posibilitatea angajatului/subalternului de a intelege unde nu a procedat bine si ce s-ar putea face pentru a aduce imbunatatiri. Implicand angajatul in discutie veti afla si cum vede el ca s-ar putea imbunatati un anumit lucru/o actiune si ii puteti sugera si alte directii. Ii aratati insa ca e important ca lucrurile sa mearga bine, puteti corecta anumite idei si afla si ce il deranjeaza. Ii aratati de asemenea ca el conteaza in companie si nu ca e doar “o sluga careia i se traseaza ordine”. De foarte multe ori angajatii se plang prietenilor si familiei ca ei nu sunt niciodata ascultati/intrebati/consultati.
Implicati angajatul/subalternul in gasirea de solutii. E poate usor sa spui cumva cum sa rezolve un lucru – insa a-i permite acelei persoane sa caute solutii este si mai bine. Gasirea de solutii este o activitate care trebuie incurajata pentru ca anagajatii s-ar putea in timp sa fie pusi in situatii in care sa fie nevoiti sa gaseasca solutii in timp foarte scurt. In plus, o solutie pe care angajatul o identifica s-ar putea sa fie una pe care sa o puna in practica mai usor decat una indicata. Evident ca ii veti prezenta si dumneavoastra imbunatatiri sau modul in care vedeti solutionarea situatiei si gasiti, la final, impreuna cele mai bune modalitati de a merge mai departe.
Nu va concentrati doar pe aspectele negative: gasiti si aspecte pozitive de laudat – tehnica sendvisului. Daca la un angajat/subaltern nu aveti decat lucruri de criticat atunci e clar ca acel angajat nu e tocmai potrivit pentru locul in care se afla si, poate, chiar pentru companie. In cele mai multe cazuri exista multe lucruri care pot fi laudate. A arata si ce a mers bine, a sublinia si aspecte pozitive arata angajatului ca se tine cont de ceea ce face si ca lucrurile nu trec neobservate. Deseori sefii vorbesc cu angajatii doar cand au ceva sa le reproseze, desi, evident, nu este cea mai fericita ocazie. Daca asa este si cazul dumneavoastra, este cu atat mai bine ca atunci cand criticati pe cineva sa le aratati ca sunteti constient/a de ceea ce face bine! Incepeti cu ceva pozitiv, mentionati elementul care v-a dezamagit acum si terminati cu un element pozitiv care sa incurajeze comportamente viitoare pozitive.
Stabiliti pasii urmatori. Stabiliti data la care raportul va fi retrimis cu modicarile discutate sau alte aspecte care pot fi clar urmarite in viitor. Nu lasati ca totul sa fie o discutie simpla si atat. Incercati sa faceti in asa fel incat sa existe o data la care sa se poata verifica daca s-a actionat in sensul discutiei sau nu.
Sunt curioasa cum se procedeaza la voi in companie – fie ca sunteti manageri sau angajati. Cum se desfasoara partea aceasta de critica?
PS: in cadrul comentariilor de la postul anterior din serie, Claudia a oferit aceasta varianta de critica demna de luat in calcul!
Insemnari similare
Loredana 🙂 foarte interesant articolul si faptul ca ai pornit o serie de discutii despre critica si feedback.
As propune o dezbatere mai ales pe tehnica sandwich.
Eu personal nu sunt de acord cu tehnica sandwich pentru din punctul meu de vedere trimite semnale confuze celui care primeste feedback-ul.
La finalul discutiei nu stie exact nivelul impactului a ceea ce a facut, mai ales daca discutia se incheie cu un aspect pozitiv.
Sunt de acord ca managerii ar trebuie sa ofere cel putin la fel de des feedback pozitiv, dar nu in acelasi timp.
De fapt proportia ar trebui sa fie de 3:1 potrivit unor studii despre influenta si impactul afirmatiilor pozitive si a celor negative asupra stimei de sine a oamenilor.
La mine feedback-ul are 3 puncte principale:
1. Exista o discutie inainte cu membrii echipei in care explic ce inseamna feedback si despre ce este vorba.
2. Feedback-ul este direct, este imediat (dupa ce s-a intamplat evenimentul respectiv), contine faptele si interpretarea lor de catre cel care ofera feedback-ul si se termina cu invitatia de a gasi o solutie
3. Toate lucrurile de la punctul 2 se aplica atat pentru feedback-ul negativ cat si pentru cel pozitiv.
Subliniez ca este foarte important ca feedback-ul pozitiv sa existe mai des decat cel negativ/critic.
In final cred ca oamenilor din vest (pentru ca exista diferente culturale) le face bine sinceritatea pentru ca intr-un fel este cel mai real instrument de masurare a evolutiei.
Daca este cineva interesat mai in detaliu de aceste principii de feedback, le-am mai descris aici: http://ghinda.com/blog/2009/intro-to-feedback/ unde sunt si link-uri catre articole mai detaliate.
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