Giving criticism as a coach? Revised Checklist to help you

Criticism is a form of feedback which may become necessary on some occasions. However, it is not easy to give criticism in a constructive manner and some may view such an encounter with trepidation, be tempted to avoid the issue, pretending there is not a problem and hoping that the situation will resolve itself. Usually, this is not the case and the problem will get worse. There is, however, no to avoid dealing with problems, as much can be done beforehand to ensure that the risks of the feedback session or interview going wrong are minimised and the desired outcomes are achieved. It is vitally important though, that the criticism given is constructive not destructive.

The giving of criticism should be positioned as a positive management action, and viewed as such by both parties. The aim is to help the recipient to develop and to improve their performance for their own good, for the good of their colleagues and team and in support of the organisation’s vision, values and goals.

As in all one to one discussions, good communications skills are vital. Communication can be defined as ‘the process of transferring ideas or thoughts from one person to another, for the purpose of creating understanding in the person receiving the communication’. Questioning and listening skills, therefore, play an important role in the process of giving criticism and help you to gauge the effect of your feedback so that you can adapt your approach as necessary to achieve the intended outcome.

Preparation for any feedback encounter is crucial and is particularly important when delivering criticism. You need to think about the outcomes you want, what you are going to say and how you are going to say it. You also need to consider where you are going to give the feedback and ensure you have allowed yourself sufficient time. You shouldn’t rush it.  

As with the giving all feedback your objectives should be to achieve:

• ownership of the feedback by the recipient

• a commitment to change where desired

• agreement on an action plan for implementation after the feedback session.

This checklist provides a list of actions to do and those to avoid, plus references to more detailed publications.

CMI Members: download this Checklist for free: 

http://membersmd.managers.org.uk/UserControls/ViewPDF.ashx?docID=1126620

To see the complete collection go to:

http://www.Managers.org.uk/mgtdirect