Chapter 30 Chapter 30 Praise and Criticism Should Be Artistic

Praise is not achieved by just saying a few nice words.Leaders must abide by the seven principles of sincerity, timeliness, specificity, truthfulness, variety, strengths, and moderation. Praise should be specific, which means that the leader should have something to say and speak with facts.This fact not only refers to the achievements of the work, but also includes the efforts and painstaking efforts made by the praised person to overcome various difficulties.Only when the praise has something to say, has flesh and blood, and tells the hard work and energy of the person being praised, can people feel that the person who is being praised has observed meticulously, thereby stimulating the bosom friend effect of the person who is being praised, and producing the phrase "the scholar dies for his confidant". "Spiritual motivation.

In reality, the praise of some leaders is often vague and far-fetched.For example, "So-and-so's work is very good, and it is worth learning from everyone." As for what is good, the subordinates can't get a specific grasp, they only feel that the tone is high, but there is no actual content, which is very empty.At the same time, this kind of praise from the leader can only give the subordinates a sense of insincere, posturing, and perfunctory politeness, so it has no positive effect. It is certainly much more effective for leaders to make their praise specific.For example, to praise a certain subordinate for being very capable, it is better to say that he has done a certain specific thing beautifully; , his suggestion advocates what is more appropriate to solve the problem.Social psychologist Helen has used a large number of experiments to prove that the more specific the words of praise, the higher their effectiveness.Because, the more specific the praise, the more you know him, and the more respect you have for his strengths and achievements.In this way, the other party will feel that your praise is honest, not flattering, and thus have a positive effect.

Praise should be sincere, which means that the attitude of the leader's praise should be sincere and enthusiastic, from the heart, not cold and heartless, to deal with errands.People have the nature of liking the true and disliking the false.Only what is sincere will be accepted.Praise is no exception. Only when the leader praises with a sincere attitude can he arouse the sincerity, intimacy, warmth, trust and friendship of his subordinates, and accept the praise happily.Therefore, when commending, the leader should feel sincerely happy about the achievements and advantages of his subordinates, express his praise enthusiastically, and earnestly hope that he can carry forward these achievements and advantages.Only when the praiser is emotionally hot can the praiseee be infected and warm up in his heart.If the praiser just speaks formulaic language such as "young and promising", "great future", "good job", it will be difficult to achieve the motivational effect.People want praise, but it should really show their worth.Only when the leader makes an objective and fair evaluation of his work performance, the subordinates will think it is sincere and accept it happily.

A leader should affirm a person's good work performance, good grades, and good suggestions in a timely manner.Because a person always hopes to understand its value and social response as soon as possible after he finishes doing something.If it is affirmed in time, it will bring him a pleasant mood, so that his behavior can be maintained and reproduced.Many experienced management experts attach great importance to timely praise and advocate "one-minute praise". The effect of this method is good.If leaders are indifferent, indifferent, turn a blind eye to good people and good deeds, or take it for granted and do not make any representations, then their good behavior will be difficult to continue, and they will even feel that their good behavior has not been recognized, resulting in "doing good and doing bad things". Such" thinking will lead to negative factors.

Praise should be truthful, which means that the leader's praise should be realistic and appropriate, and he must grasp the proportion of the words of praise.Leaders cannot arbitrarily exaggerate the plot, make inaccurate evaluations, and arbitrarily exaggerate.Praise is not literary and artistic creation, it cannot be fabricated and exaggerated like literary and artistic works.Leaders give appropriate praise to those subordinates and things that really deserve praise. Only in this way can they encourage others to move forward.If the leader arbitrarily exaggerates the facts when praising, saying that the seven-point score is ten, and the subordinate's simple ideas are elevated to an idealized state, and the evaluation is inaccurate, it will only have a negative effect.First, it will cause the person being praised to feel blindly complacent, mistakenly thinking that he is as good as exaggerated, and thus fall into the quagmire of self-appreciation and self-improvement.Second, it will cause people's rebellious psychology.What people admire are true role models, not artificially elevated models.People will turn from unconvinced to disgusted and disgusted with models that do not match their names and realities.This is related to the unpopularity of some units' advanced models.Third, it is easy to encourage the unhealthy atmosphere of people being unrealistic and trying to make a name for themselves.Therefore, the praise must be appropriate and realistic, and the leader should not be arbitrarily elevated.

Psychological research shows that people's needs are diverse, and human personalities are also diverse.The same praise method has different effects on different people. Some people may be greatly encouraged, while others may be indifferent.The degree to which praise works depends on whether it satisfies people's psychological needs and whether it conforms to people's personality characteristics.This determines that praise should vary from person to time and from place to place, and the methods should be flexible and diverse, not stereotyped.For example, awarding a travel opportunity to advanced people will be a great surprise to those lively and active young people, but it will not work for purchasers; a 500 yuan bonus will be given to each advanced person, which is more beneficial to the family economy. Nervous people will be happy, but subordinates who are well-off will be indifferent.This tells us that the methods of praise should be flexible and diverse, and it is best to choose the method that is most valuable to the person being praised.At the same time, for different people, the praise method should also pay attention to different ideological and personality characteristics.For example, the tone of the leader's praise to young people should be a little praiseful, and encouragement hope can be raised; Astute people, praise can grasp the main points, a few words, and sometimes even a little hint can be understood; leaders should praise doubtful people clearly, and speak clearly, otherwise, he may misunderstand.

Praise should be moderate, which means that the number and frequency of leaders' praise should be appropriate, and the standard of praise should be moderate.First of all, the number of leaders to praise should be appropriate.The number of people praised can directly affect its effectiveness.Practice tells us that the number of people praised by leaders at one time must be within a certain range. Too much or too little is not conducive to encouraging progress and mobilizing enthusiasm.If the number of people is too small, it is easy to make those who are praised have a sense of alienation and isolation, and make others have nothing to do with themselves; on the contrary, if there are too many people, it will also cause the feeling of "doing the same thing as good or bad", forming "Hello, me, hello everyone" situation.This loses its motivating effect.Secondly, the standard of the leader's praise must be appropriate, not too high or too low.If the leader's praise standard is too high, it is easy to make subordinates feel unattainable and daunting, thus losing the motivation to strive for praise;Determining the standard depends on the specific situation.Again, the leader should praise others appropriately in a certain period of time.It turns out that the more often a leader praises the same person in a given period of time, the less effective the praise is.How to calculate the appropriate number of times?It depends on how fast the subordinate progresses.He progresses fast and his performance is more outstanding, so the frequency of praise can be higher; otherwise, it should be lower.

As the saying goes: "There is no gold, no man is perfect." Everyone is divided into two, with both advantages and disadvantages.Some people have outstanding advantages and obvious disadvantages.When a leader praises a subordinate, he should pay more attention to the strengths and advantages of the subordinate. He does not require all of them. He cannot wait until a subordinate has done a good job in all aspects, or even reach the level of "model" or "model".In doing so, the achievements, strengths and contributions of most subordinates will not be recognized and respected in a timely manner.Especially the subordinates who have many shortcomings, but are willing to correct and make changes, are not conducive to mobilizing their enthusiasm due to lack of timely support and help.Therefore, the leader's praise should focus on the strengths of the subordinates, so as to be "sincere in praise" and "wider than praise".

The task of ideological work is not to pick out people’s shortcomings and faults and rule them out, but to inspire and drive people forward, to overcome their shortcomings while giving full play to their strengths, and to turn people into heroes by guiding them to struggle. Focus of work.Some leaders rarely praise their subordinates, which has something to do with his wrong focus.He looks at people from the point of finding fault with others. It seems that only by finding out the faults of his subordinates can he show that the leader is responsible for his work.When a leader looks at people from this angle, of course it will make him feel that his subordinates are not pleasing to the eye, so it is naturally impossible to talk about positive praise.Leaders should change the way they look at people and focus more on the strengths of their subordinates, so that they can be praised in place.

Praising subordinates must not only meet the basic requirements of praise, but also require leaders to master specific praise methods.Only when the praise method is used properly will it have the effect of getting twice the result with half the effort.The improper method of leader's praise may play a negative role.There are many ways to praise, mainly some personal praise, some things praise, direct praise, indirect praise, public praise, individual praise, leader praise, public praise, individual praise and collective praise.Several common basic methods are described below. When the leader praises the subordinates present, it is called direct praise, also known as face-to-face praise.The advantage of this kind of praise method is that the praise is timely and the effect is quick.Indirect praise is the praise given by the leader when the subordinate being praised is not present.When a leader wants to praise a person but it is inconvenient to do so in person, he can praise him in front of his relatives and friends, and the praise information will be indirectly transmitted to the subordinates through a third party.People's psychology is often such that they hate others to speak ill of him behind his back, but he likes others to speak good of him behind his back.This is more receptive to him than the leader saying nice things about him to his face.He will think your praise is sincere, fair and selfless.Therefore, sometimes the effect of indirect praise is much better than direct praise.Especially when subordinates have prejudices and misunderstandings about a certain leader, the leader's use of indirect praise can often eliminate prejudices and misunderstandings and harmonize the relationship between the two parties.

Leaders praise someone or something in front of everyone, which is called public praise.For those outstanding good people and good deeds, or directional good behaviors, and subordinates who had a bad influence among the masses in the past and have indeed changed now, the leader adopts the method of public praise, and often receives encouragement and encouragement from everyone. Effect.The disadvantage of this method is that if the praise is not appropriate, especially when everyone has done the same thing without being praised, it will easily cause dissatisfaction among some people.Therefore, some people are afraid that the leader will praise him in public, and it is suitable to use individual praise for these people. Individual praise is when a leader praises someone without the presence of a third person.This method is suitable for those who are afraid of public praise.For example, the leader only needs to pat this kind of person on the shoulder and say: "You work very hard, and you are very serious and responsible. This matter is successful, and you have a credit." The leader understands, is satisfied with, and trusts him.This kind of praise from the leader can not only make the subordinates move forward, but also can communicate and harmonize the relationship, which can play a role that public praise cannot play. Leaders affirm the achievements and strengths of their subordinates, which is called leadership praise.This kind of praise reflects the leader's understanding, respect and trust of his subordinates, which is authoritative.Generally speaking, subordinates attach great importance to the leader's evaluation of them, and they often evaluate their status in the leader's mind based on how much the leader praises them. Public commendation means that subordinates nominate and select their representatives to praise someone or something.The advantage of this method is that it can stabilize the foundation of the award recipient among subordinates, prevent the suspicion of "leadership partiality", and become a role model for subordinates to learn consciously. Personal recognition is when a leader recognizes someone who has achieved outstanding results.Collective praise is the leader's praise to the collective. This kind of praise should meet the following conditions: the collective has made remarkable achievements; the collective achievement is not the result of the efforts of a few people, and most people have contributed to the collective achievement.The advantage of collective praise is that it can cultivate people's collective sense of honor and responsibility, and enhance unity, but its disadvantage is that it disperses honor.Therefore it is often used in conjunction with personal praise. Point of praise refers to when a leader praises a certain person, he fully affirms his way of dealing with the world and his ideology and morality.This kind of praise is suitable for setting a good example. Praise refers to the leader's positive evaluation of something well done. It does not involve a certain person, but mainly evaluates the success and significance of a certain thing.This kind of praise requires distinguishing between the praise and the evaluator, and it is not right for the person.Even if the person who did this good deed has made any mistakes in the past, or still has many faults now, he can still praise this deed. In addition to the above types of praise, there are many forms of praise, such as being on the honor roll, awarding certificates, awarding honorary titles and medals, giving souvenirs, giving travel opportunities and vacation time, allowing them to produce particularly important products or manipulate key equipment, and so on.Leaders should try their best to adopt unique ways of praise according to their needs and possibilities.A factory director in Hunan awarded each of the "March 8 Red Banner Bearers" a shirt. There was a small flower in the upper left corner of the shirt, and the five characters "March 8 Red Banner Bearer" were ingeniously arranged in the flower. The workers wore it beautifully. It also has a sense of honor, and it is a unique prize work. Compared with the art of praise, leaders should pay more attention to the art of criticism. In real life, because people have obvious differences in thinking ability and psychological quality, their attitudes towards criticism and the degree of misunderstanding will also be different.For example, some people are clear about one point, and correct when they know their mistakes; some people have strong vanity and are unwilling to listen to bad advice. When leaders criticize these people, they should pay attention to methods and methods, and it is not appropriate to criticize directly.And some people have a good ideological foundation, cheerful personality, and are willing to accept criticism from others. Even if the leaders criticize them directly and fiercely, they will not worry about it; It is best for leaders to directly criticize these people with reason and evidence, so as to urge them to recognize and correct their mistakes as soon as possible. The so-called gradual criticism method refers to the method in which the leader gradually outputs criticism information and conducts criticism in a hierarchical manner.Specifically, when the leader criticizes the mistakes and shortcomings of his subordinates, he does not "confess the mistakes and shortcomings" of his subordinates, but gradually raises them with a purpose and focus, from the shallower to the deeper, patiently guiding, one level after another, one problem after another Solve the problem step by step.Doing so can enable subordinates to gradually adapt to and accept criticism, so that they will not develop resistance due to psychological imbalance caused by excessive psychological load, or carry a heavy ideological burden because of this, and never recover from it. Willingness to be praised and unwilling to be criticized is a psychological state shared by all people.This feature is more prominent in those who are quick-responsive, stubborn, irritable, rebellious, and negative. Just "jump", making normal criticism and education difficult to carry on.However, if leaders criticize from another perspective, from an equal position and in a deliberative tone, they will be more receptive. It can be seen that the so-called discussion and criticism method is a method for leaders to pass criticism information to subordinates with an attitude of discussing problems.Specifically, the leader aims at the psychological characteristics of the subordinates, changes the condescending criticism method, and uses the attitude of discussing problems to calmly conduct criticism and education on the shortcomings and mistakes of the subordinates.Doing so will help change the possible confrontation motives of those criticized, improve the acceptability of criticisms, and make them feel that the leaders' criticisms are sincere and accept them humbly. The so-called direct criticism method is a method for leaders to prompt subordinates to recognize mistakes and correct them through direct and serious criticism.The usual practice is: the leader does not go around in circles or attack sideways on the problems and mistakes of his subordinates, but directly criticizes them straight to the point and sharply, so that they can recognize and correct their mistakes and shortcomings as soon as possible under the direct impact of criticism. In the application of the direct criticism method, the leader should pay attention to the distinction between the object and the occasion, and not use it indiscriminately, especially for those subordinates who have strong vanity and weak psychological endurance, and they cannot directly criticize in public places, otherwise they will not be able to works, but also has the opposite effect. Criticism, as a kind of stressful social evaluation, can cause a certain load on people's psychology.The magnitude of this psychological load is directly proportional to the directness, concentration, and intensity of the criticism, that is, the more direct the criticism, the more problems there will be, and the harsher the criticism will be. The heavier the psychological load; on the contrary, the lighter the psychological load.However, due to the different psychological endurance formed by people in the long-term objective environment, the same criticism will form different psychological loads on people with different psychological endurance.For example, those who are also seeking truth from facts and straightforward criticism can be more happily accepted by those who are open-minded and cheerful, while those who are vanity and have weak psychological endurance will find it difficult to accept, which will result in a strong mentality. pressure.This requires the leader to adopt corresponding criticism methods according to the psychological characteristics of the subordinates. The method of reference criticism is that the leader aims at the mistakes and shortcomings of his subordinates, uses the experience and lessons that have happened to others and is known to his subordinates, uses the method of comparison to set off the content of criticism, and promotes the pressure generated by the comparison of reference objects Self-reflection, a deep understanding and correction of their own mistakes and shortcomings.This method is usually suitable for subordinates with little experience, great blindness, poor self-awareness and self-awareness, weak sense of reason, and easy to be influenced. When a leader publicly criticizes people in a group setting, it often makes the person being criticized feel embarrassed and "unable to step down", and thus develop resistance or carry a heavy ideological burden.To avoid such negative consequences, leaders should use implicit criticism. The method of implicit criticism means that when the leader criticizes in a group, in order not to hurt the self-esteem of the criticized, he does not directly name the person, but criticizes "the matter is not the person", even if the criticized feels that he is Criticize yourself, and let the informed or uninformed masses be warned and educated.Suggestive criticism is a good way to criticize in public, and it is also a commonly used method in leadership and management. Humorous criticism is easier to accept than other methods. Humor is a funny and meaningful taste, it can be praised or criticized, so that people can be inspired and educated in laughter.The so-called humorous criticism method is a method in which leaders use funny and meaningful language, expressions and actions to criticize the shortcomings and mistakes of subordinates in good faith, so that they can think and correct their own problems while laughing. Humorous criticism is a skillful and adaptable criticism method, which is suitable for various occasions and people of various personality types.Leaders use the method of humorous criticism to create an equal, harmonious and pleasant atmosphere, better eliminate the confrontation and frustration of the criticized, and prompt them to accept criticism consciously and happily.It should be noted that there is an essential difference between humor and irony.Humor is a kind of well-intentioned criticism, but satirical criticism has a certain degree of mockery. If it is not used properly, humorous criticism will turn into satirical criticism.Therefore, skillful use of humorous criticism requires leaders to have high ideological, political, psychological and scientific and cultural qualities. The touch criticism method is a kind of criticism method with sharper words and more intense language. Through the strong stimulation of the content and tone of the leader's criticism, the subordinates' thoughts are shaken and they are awakened from the shock. The method of touch criticism is mainly suitable for people with outstanding laziness, dependence and tentative psychology.For example, those who are depressed, depressed, and slack in action; those who are passive, have weak self-awareness, and those who have made mistakes, are unwilling to face up to their own problems, and have a fluke mentality, etc.For these people, the leader can moderately increase the stimulus of criticism, so that their hearts can be touched as they should.It should be noted that the “smell of gunpowder” in the method of triggering criticism is relatively strong, and most of them belong to “frontal confrontation”. It should be used with caution. The so-called collective criticism method refers to the fact that the leader aims at the negative psychology of subordinates who refuse to criticize, gathers the strength of leading members, party and league members, and all personnel to criticize and educate the criticized, so as to create a strong pressure of public opinion and promote their understanding. And correct your own shortcomings and mistakes. The law of collective criticism is usually applicable to those who are quick-witted, have a lot of fallacies, and try to reject criticism through sophistry and loopholes.Most of these people are eloquent and scheming, and they find all kinds of excuses to shirk their responsibilities, cover up their mistakes, or take advantage of loopholes in leadership work and leadership relationships to reduce and deflect the weight of criticism.By using the method of collective criticism, leaders can plug loopholes, eliminate opportunities that may be exploited, and force them to bow their heads and admit their mistakes in front of facts and public opinion.The applicable objects of the collective criticism method are very limited, and leaders should be cautious when using it specifically, and must use it frequently regardless of the object.