Chapter 23 Chapter 23 Downward Communication (3) - Criticizing and Teaching Subordinates

People can not escape from doing wrong?In daily work, there are often some deviations and mistakes in the work of subordinates. However, limited by external conditions, it is often difficult for subordinates themselves to perceive these mistakes.At this time, the leader must make timely criticisms to set the course, correct deviations, and ensure the smooth realization of work goals.It can be seen from this that it is necessary for leaders to criticize subordinates in a timely and appropriate manner, but they must pay attention to the principle of criticism. As a boss, when you are very dissatisfied with the work of a subordinate and must point it out, but it is inconvenient to criticize in person, what should you do?First of all, you should keep a low profile, try to change his attitude, and ask the other party in a friend's tone: "What happened?" "What can I do for you?" or "Why is this?" "What's going on?" etc.This helps you understand the situation so you can better troubleshoot it.This should be the best policy.You can tell him directly what you want, but don't say, "You're doing it wrong!" Good." "It seems that you haven't really played to your level." It's better to tell the other party in a reminding tone.

Then exchange opinions with him in private, express your thoughts tactfully, and present facts, reason, and analyze pros and cons with him.He will be convinced and sincerely accept your criticism and help.On the contrary, if you are condescending, domineering, and blame in the tone of the boss, it will arouse the resentment of the subordinates, and the criticism will lose its effect.It can be seen that the role orientation during criticism is very important, and it will make criticism have completely different effects. Sometimes you may not be able to deal with conflicts and disputes in time due to busy work. You can express condolences to both parties in the conflict first, and then deal with them later.On the one hand, it relieves the tense atmosphere caused by conflicts or disputes between subordinates. On the other hand, it can learn more about the reasons for conflicts among subordinates, so as to adjust future work.

When criticizing subordinates, think clearly about what to say in advance. The main premise should be "right to the matter, not to the person." Remember when criticizing: don't make personal attacks.For example: "I don't appreciate your attitude." Or "Why are you always so subjective, can't you be more objective?" and so on.Saying this will make the relationship between the two sides very sharp and confrontational. Instead of helping to solve the problem, it will also create new contradictions. When you find that your subordinates have made mistakes, you must grasp the timing of criticism.It is very embarrassing and embarrassing for anyone to criticize others face to face, but as a leader, this is part of your job.

When you want to severely criticize your subordinates, please make an appointment with the person in advance, and at the same time use simple words to point him first, so that the other party is mentally prepared.At the same time, you can also think ahead about how to handle events.Then, clear your mind and reiterate, which will help you feel less insecure.You may wish to write down an outline and prepare to read it at any time, so as not to repeat it due to omissions.You have to remind yourself often: "Keep your senses." "Keep calm. Don't be busy." Be natural and relaxed.Remember, a positive and sincere voice can make the person being criticized easier to accept and avoid embarrassment.

The opening statement is very important when criticizing. Don't start with "I think" in everything, and put too much pressure on the other party.You can say tactfully: "You often arrive late and leave early, do you have any secrets?" "The unit has its own rules. If you arrive late and leave early, it will affect the work of other colleagues, and it is unfair!" Style, but I hope you can follow the rules of the unit so as not to hinder normal work." Criticize subordinates in a timely manner, find out at any time, and criticize at any time without delay.If you always think about it in a few days, then the other party will think: "I've always done this, why didn't you have any objections in the past?"

Some people think that a leader is a representative of authority, and it is enough to use affirmative or raised tone of voice when talking with subordinates. In fact, this is not the case. As a leader, you must first consider the self-esteem of the other party, and you cannot correct the mistakes of subordinates in public And criticize him. Due to their own reasons, some subordinates often lack motivation and lack initiative in work.If you criticize him and try to mobilize his initiative, it is often useless, and the initiative must be mobilized by internal factors.Criticism of them is best veiled, with incentives on the surface.The purpose of the conversation is to make the other party accept, and to accept requires prescribing the right medicine and adopting a psychological attack strategy.

A philosopher once said: "Only when we use a magnifying glass to look at our own mistakes and treat others' mistakes in the opposite way, can we have a fairer evaluation of our own and others' mistakes." In the work of leadership, criticism is also a necessary means of reinforcement.It goes hand in hand with praise.As a leader, we should minimize the negative effects of criticism and reduce people's resistance to criticism, so as to achieve a more ideal criticism effect.When criticizing others, you should first have a correct understanding of yourself and others.Think of your own responsibilities and your own shortcomings.At the same time, look at the other party's faults with an understanding attitude, consider whether you will make faults under the same conditions, and don't criticize others in a consistently correct tone.Especially when you do have big or small mistakes, self-criticism should be more sincere.

When criticizing a subordinate, if we change the way, exchange opinions with him in private, express our thoughts tactfully, present the facts with him, reason with him, and analyze the pros and cons, he will be sincerely convinced and truly accept your criticism and help. It can be seen that the method of criticism is the key. Different methods have different effects.Criticize the conditions for success.Basically, there are three points: one is to be sincere; the other is to have a thorough and pertinent analysis; the third is to use appropriate criticism methods. The following are four rather artistic criticism methods, which have a strong enlightenment effect on leaders.

To make the other party realize his mistakes fundamentally and from the heart, the critic needs to dig out the reasons for the mistakes from the depths, understand them with reason, move them emotionally, and help them understand and correct their mistakes. Xiao Wang, an employee of a certain unit, is getting married.The director of the trade union asked him: "Xiao Wang, what are you going to do about your wedding?" Xiao Wang said embarrassedly: "In my opinion, it should be simple, but the mother-in-law said that she only has this only daughter..." The director said: "Oh , Xiao Li and Xiao Zhang in our unit are both only children!"

Both sides of this passage use lingo.What Xiao Wang meant was that the wedding had to be held, but what the director meant was that other people are also only children, but they can do new things. Humorous criticism is to use philosophical stories, puns, image metaphors, etc. in the process of criticism, so as to ease the tension during criticism, inspire critics to think, thereby enhancing mutual emotional exchanges, so that criticism can not only achieve educational The other party's purpose, but also to create a relaxed and happy atmosphere. Voltaire once had a servant who was a little lazy.One day Voltaire asked him to bring the shoes.The shoes came, but were covered with mud.Then Voltaire asked: "Why didn't you wipe them off in the morning?" "No need, sir. The road is full of mud, and in two hours your shoes will be as dirty as they are now."

Voltaire did not speak, but went out the door smiling.The servant hurried to catch up and said: "Sir, go slowly! Where are the keys? The key on the cupboard, I still have lunch." "My friend, what lunch is there? Anyway, in two hours you will be as hungry as now .” Voltaire cleverly used humorous words to criticize the servant's laziness.If he had yelled at him and ordered him, it wouldn't have had such a good effect. If the other party did not make a principled mistake, or was not on the spot where the mistake was being made, we do not need to criticize it "with live ammunition".It is okay to use gentle words and just point out the problem.Or use certain things to compare and insinuate, so that it can be used as a warning. Euphemistic criticism is also called indirect criticism.Generally, the method of borrowing from each other to compare with each other is adopted, and the critics have a room to think.Its characteristic is that it is reserved and implicit, and does not hurt the self-esteem of the critics. Once at a banquet, a very fat lady sat next to the thin Bernard Shaw and asked the great writer with a coquettish smile: "Dear great writer, do you know any way to prevent obesity?" George Bernard Shaw solemnly said to her : "I know there is a way, but I can't translate this word to you no matter how I think, because the word 'working' is a foreign language for you!" George Bernard Shaw's implicit and euphemistic, soft yet strong criticism is extremely targeted. In short, the method of criticism should be based on education, educate people with facts, enlighten people with reason, and remind people with consequences, so that the other party can accept criticism sincerely. Everyone has self-esteem, so we must treat each other as equals when criticizing, and we must not regard ourselves as a judge, let alone gloat, or even slander.Otherwise, reprimand is not only a damage to the self-esteem of the person being criticized, but even an insult to the personality, and it cannot really solve the problem. Regardless of any group, when employees make unforgivable mistakes, as a leader, it is inevitable to reprimand them.But everyone has self-esteem. Criticism should be done on an equal basis. Severity in attitude does not mean viciousness in words. Only incompetent leaders expose scars.Because this approach will not help except to bring back some unpleasant memories; and in addition to chilling the critics, the bystanders will definitely not be comfortable.Because everyone has scars, but the size is different. Seeing the tragic situation of colleagues, as long as you are not a person who gloats, you will have the feeling of "the rabbit dies and the fox is sad, and the thing hurts its kind".What's more, the purpose of criticism is to clarify the problem, not to stigmatize the subordinates.Moreover, proper critical language also involves a leader's mind and self-cultivation, and he must not pretend to be a judge and speak ill at each other, regardless of the severity. It is worth noting that, as a leader, after severely criticizing a subordinate, one must not forget to immediately add a word of comfort or encouragement, "Slap the slap and don't forget to rub it three times".Because, after anyone is reprimanded by the leader, he must be dejected and lose confidence in himself, and the result of this will inevitably make the subordinates give up on themselves. However, at this time, the leader used one or two warm words to encourage him at the right time, or privately expressed to him afterwards that he was strict with him precisely because he saw his future.In this way, the subordinates who are criticized will deeply understand the truth of "deep love, deep responsibility", and work harder. In this way, subordinates will not only keep their mistakes in mind, but also increase their enthusiasm and self-consciousness in their work. Correct criticism should be "on the matter and not on the person."This is a rule verified by countless examples.Of course, "everything depends on human effort", and mistakes are inseparable from the person who made the mistake, but it is easier for subordinates to accept the criticism of the wrong person. Of course, in reality, it is not easy to do this, and subordinates who are criticized often feel that their self-esteem has been hurt.What should we do at this time? First of all, you need to talk to him and exchange opinions.This kind of communication is not a one-way indoctrination centered on superior leaders, but requires subordinates to actively participate in the conversation. In the conversation, it is not because the leader intentionally makes things difficult for the subordinates to gradually get on the right track and realize the rationality of their punishment.If the other party does have hidden feelings, you should express your understanding and say some consoling words.Let subordinates understand that punishment and criticism are by no means specific to people, but to matters. Please do not cause misunderstandings. Many subordinates believe that being criticized means that their personality has been insulted. At this time, it is necessary for the leader to let them understand by listing the facts that the criticism is for the benefit and development of the department and the organization, rather than intentionally hurting someone's feelings. You can candidly point out what discipline the other party has violated and what adverse effects it has caused, and you can also cite cases of the same nature to illustrate the rationality of criticism and the characteristics of being indifferent to things, so that subordinates will be convinced and will not be criticized because of criticism. And affect the enthusiasm for future work. In the final analysis, what this method strives to achieve is to be euphemistic to the critic in terms of emotions, and to be direct and essential in matters, and to do people's work through facts. "Hear it if you hear it" is an old saying in China, but not everyone is happy to accept criticism from others.When superiors criticize subordinates, if they want to convince subordinates without the feeling of being overwhelmed by power or power, it is very important to seek truth from facts. Criticism is originally intended to correct mistakes and educate people, so its premise must be that there are indeed mistakes at subordinate levels.If there is no mistake, if you insist on criticizing others, you will leave the impression of "deliberately tricking people" to the subordinates.Leaders should be open-minded, seek truth from facts, and avoid nervousness, paranoia, listening to rumors, and making things out of nothing. Before criticizing, consider the factual basis, which is more basic than the attitude and method of criticism.If there is not enough investigation in advance, and the facts are different from the situation obtained, it will be difficult for the critics to accept; people. Therefore, when superiors criticize subordinates, responsibilities must be clarified, facts must be accurate, and reasons must be ascertained. Proceeding from reality, clarify the true nature of the matter, find out the cause of the problem, and properly assign responsibilities. Such criticisms are justified and well-founded, neither exaggerated nor overlooked, and the subordinates are of course convinced.Therefore, when superiors criticize and deny subordinates, they must be based on facts and policies, and they cannot do whatever they want, let alone replace principles with feelings. In order to seek truth from facts, we must also overcome the tendency to act subjectively.Arbitrary leaders tend to lose hearts. People have their own subjective impressions about everything, but as a leader, they cannot be subjective and arbitrary.For example, the leader subjectively dislikes some employees, for example, some people have a bad temper, their personalities are not compatible with their own, or there are always frictions on some minor issues. At this time, once there is a deviation in the work, they tend to shift the responsibility to them, thus creating a vicious circle.Leaders are increasingly critical of subordinates, and subordinates are performing worse and worse. To avoid one's own subjective judgment, many obstacles must be removed psychologically.For example, you have to realize that as a leader, you may be very sensitive, or you may sometimes be one-sided when looking at problems, etc. If you find more "dead knots" in your heart, you will have a better evaluation of people and things. justice. For these leaders, the thesis of "no investigation, no right to speak" is worth learning. In order to achieve effective criticism, we must pay attention to changing the way and language of criticism according to the objects and occasions of criticism.The view that attempts to judge living reality by a unified model will only hit a wall everywhere. Smart leaders often know how to adjust criticism according to different situations, while reckless leaders tend to be simple and rude regardless of the situation. In general, try not to criticize subordinates in a too public setting.It is never wise to criticize the behavior of a subordinate in public.Criticizing subordinates in this way is trampling on the self-esteem of subordinates, which not only damages morale, but also shows the ruthlessness of the leader. During the quality inspection, a quality inspection manager yelled at the workshop director: "Look at what you made your subordinates do? How can such inferior products appear on our assembly line! What do you do, the workshop director?" If you do this again, you don't want to stay any longer!" Undoubtedly, the behavior of the quality inspection manager will not only cause the embarrassment and resentment of the workshop director, but also make every ordinary employee present feel confused and disturbed.They may think: "Will I be the next person to be scolded!" How can we do a good job in such a mood that everyone is in danger?Although poor product quality is a very important problem, the clumsy way the quality manager handles the problem only makes it worse.Scolding the workshop director in front of the workshop workers will affect the status of the workshop director in the hearts of the workers, thus directly damaging the workshop director's effectiveness as a manager.What's more serious is that the self-esteem of the workshop director has been hurt, and he may show rebellious psychology or break the pot, or even sabotage or cheat.The consequences can be imagined. When this kind of problem arises, the best way is: the quality inspection manager finds the workshop director for a private discussion.Not only can the problem be solved better, but it can also maintain the morale of the workshop manager and workers, so that everyone can benefit from it. Therefore, as a leader, you must not criticize employees in public, let alone criticize in front of your superiors, as this will make your subordinates feel that you are intentionally suing him. It should be said that Ms. Mary Kay has set a good example for us at this point. At a business summit attended by beauty consultants from all over the United States, she discovered that one beauty consultant's clothing and makeup did not match the beauty consultant's profession.She then learned that the beauty consultant was a newcomer to the industry.Mary Kay realized that she might be hurt by advising the beauty consultant directly on a one-on-one basis.So Mary Kay decided to convey her opinion to the other party in a more subtle way. So Mary Kay gave a presentation at a business meeting titled "Grooming and Dressing for a Beauty Consultant" speech.This allowed the participants to learn from the presentation and made the beauty consultant aware of her problem without hurting her self-esteem.Throughout the session, Mary Kay repeatedly reminded every beauty consultant present to present themselves as a professional. The day after the speech, Mary Kay found that the sloppy beauty consultant had disappeared and was replaced by a neat and simple professional woman without losing her professional demeanor. When it is really unavoidable to criticize in public, we should also pay attention to the intensity of criticism.This is especially important. In ancient times, there was a knight-errant, and many people followed him.Once a friend asked him: "So many disciples admire you and follow you, do you have any secret?" He replied: "My secret is that when I want to blame a certain disciple who made a mistake, I must call him Go to my room and remind him when no one else is around, that's all." For leaders, you should understand that as a leader, you should always be responsible for the people and things in the unit no matter what, and no one can shirk this.You like to "spread family ugliness", but it will expose your poor management, or the shortcomings and imperfections of the management system you have formulated.What's worse is that it will give people the impression of being selfish and narrow-minded. Different professions have different criticism requirements. For example, for industries with high safety requirements, the criticism should be more severe, while for some professions that require employees to play freely, the criticism should focus on enlightenment and guidance. Criticism should be different for people of different ages: elders should use a discussion tone, and they can be more free with their peers, after all, they have more in common, while young people should give more enlightening criticism to promote It raises awareness.For example, adding modest words before the address of the elderly is solemn and polite, and addressing the young with "Xiao X" can increase the sense of intimacy and strengthen the effect of criticism. As far as the differences in personality are concerned, Swiss psychologist Carl Jung once divided personality into two types: extraverted and introverted.The extrovert is cheerful, lively, and sociable; the introvert is withdrawn and quiet, and cautious in dealing with things.Different criticism methods should be adopted for their leaders: for the former, you can be straightforward, but for the latter, you need to be tactful;As for people with intermediate personality types in between, they can adapt to the situation.It varies from person to person. Knowledge and experience are also very important factors. People with high levels need to clarify the truth. If necessary, they only need to touch the water, and they will understand it; What is the mystery in it? What is the meaning? The words and sentences can only make it feel like a fog, unable to distinguish the east, west, north, and south. There is a saying in China: "A man has a face, but a tree has bark." Everyone has dignity, and you can't wantonly trample on the dignity of your subordinates just because you are a leader. To put it more directly, you need to save face. There is no proportional relationship between the quality of criticism and its quantity. Effective criticism can often point out the essence of the problem and convince subordinates, while nagging accusations will increase subordinates' rebellious psychology, and even if he can accept it, You will also fail to grasp the crux of the error because of your lack of focused language. What's more, some leaders seem to just like to "beat the dog in the water."The more his subordinates admit their mistakes, the more he growled.What is the outcome of such a conversation?One possibility is to be discouraged by critics.Another possibility is that he couldn't bear it anymore, became furious, "reversed the case" again, and left after making a fuss.At this time, the mood of the subordinates who are being scolded is basically the same, that is, they think: "I have already admitted my mistake, and I still want to hold on to it. It is too much." Might be angry. Obviously, it would be unwise for a leader to do so.Some leaders believe that subordinates do not really admit their mistakes.In fact, regardless of whether the attitude of admitting mistakes is true or false, admitting mistakes is not a bad thing in itself, so we should affirm it first, and then continue with this line of thought: Where is the mistake?Why does such an error occur?What bad consequences did it cause?How to make up for the loss?How to prevent similar mistakes from being made again?As long as these problems, especially the last one, are resolved, the purpose of criticism and accusation will be achieved.It should be known that there are a thousand reasons for defense for a thousand subordinates who make mistakes.Subordinates can reflect on themselves and admit mistakes, so they should not be too demanding.In short, making mistakes is the first stage.Admitting mistakes is the second stage, and correcting mistakes is the third stage. In any case, after the subordinate admits his mistake, the leader can only try to help him move to the third stage, not others. Replacing criticism with encouragement is the basic viewpoint of Skinner's teaching.This great psychologist proved with animal and human experiments: When criticizing less and encouraging each other more, the good things people do will increase, while the bad things will gradually shrink due to neglect. Many years ago, a ten-year-old boy worked in a factory.He has always liked to sing and dreamed of being a singer.But instead of encouraging him, his first teacher discouraged him.He said: "You are not fit to sing, you are not at all tone-deaf, it's like the wind is blowing the blinds." But his mother, a poor peasant woman, disagreed.She followed her child and encouraged him by saying, "Son, you can sing, you must be able to sing well. See you have made great progress now." She saved every penny and gave it to her son. music class.The mother's praise gave the child infinite strength and changed his life ever since.His name was Enrico Caruso, the greatest and most famous opera singer of his time. If in this little boy's childhood, there was no mother's encouragement and approval, only the teacher's relentless blow, the world might have lost a famous opera singer. In life, less blame and more praise will not only make things easier to do, but also give the other party a happy mood. Why not do it? We should not belittle or criticize the actions of others because of our own selfishness or disinterest in things.Without the affirmation and approval of Edison's mother for his son's behavior of incubating eggs, perhaps Edison would not have had the brilliant achievements that followed.Perhaps it is that insignificant encouragement that gives those who need motivation infinite power and gives those who are in adversity the confidence to fight.Who can underestimate it? In the book "My child, I'm not perfect, this is just me", the famous psychologist Jess Rale commented: "Inspiration is like sunshine to warm the human soul. Without it, We would not be able to grow and blossom. But most of us are only sensitive to avoid the cold words of others, and we ourselves are stingy to give the warm sunshine of inspiration to others." So as a leader, after reading the above words, don't be stingy with your sunshine, let it shine on everyone around you! Pointing out the shortcomings of others may hurt the other party because it is contrary to the other party's meaning, and may hurt yourself because the other party's attitude is arrogant.At this time, it is necessary to use words of praise as a neutralizing agent, so that the other party can not refute or get angry. In addition, if the criticism is justified, it can be accepted convincingly. A limit must first be envisaged, or your advice may backfire.When you want to point out the shortcomings of others, you must first realize the fragility and imperfection of human beings, and maintain a self-reflection mentality and a humble attitude of sharing faults with the other party, so that the other party can discover their own shortcomings and mistakes.Secondly, in order to avoid arousing the other party's rebellious psychology, it is necessary to prepare some words of praise in advance. Before criticizing others, give the other party this "panacea" first, and then turn to the topic.Praise goes a long way toward neutralizing the other person's distress and unacceptable feelings about the shortcomings you've pointed out. A department manager saw one of his female secretary early one morning, and praised her: "The report you drew up yesterday is very good, I like it very much." The female secretary was flattered and very happy.The manager continued unhurriedly: "Be careful when typing in the future, and don't make typos." This manager's approach is worthy of emulation.It's like a very bitter pill, coated with sugar, which makes people feel sweet first, and it's easy to swallow it all at once.Then the medicine enters the intestines and stomach, and the medicine property takes effect again.The patient will not feel the pain of the medicine, and it will be difficult to swallow, and the disease will be cured.If the manager bluntly pointed out "beware of typos in the future", the female secretary may feel ashamed, sad, difficult to accept, or even argue a few words.In this way, the persuasion to the secretary will lose its effect, and it may also cause dissatisfaction among subordinates and make both parties unhappy. Good medicine does not have to be bitter, and criticism must also pay attention to methods.Disregarding the time, place, and psychology of the other party, a blunt, blunt, sneering speech will not achieve the purpose of criticism, but will be counterproductive.Learn to point out the mistakes and shortcomings of others in a gentle manner, and there are many benefits! Mary Kay wrote in her book "Managing People": Don't criticize without praising.This is a principle I strictly abide by.No matter what you want to criticize, you must find out the strengths of the other party to praise.Do this before and after the critique.This is what I call a "sandwich" critique—a small critique sandwiched between two great compliments. That is, when criticizing others, first find out the strengths of the other party and praise them, and then make criticisms, and try to make the conversation proceed in a friendly atmosphere, and finally use some words of praise.This method of praising at both ends and criticizing in the middle is very similar to sandwiches, a food with stuffing in the middle, so it is named after it. By dealing with the problem in this way, the other party may not be too embarrassed, reducing the conflict caused by being provoked. This method is also more effective in many cases.Its advantage is that the critics talk about the strengths of the other party, which plays the role of defending the other party. When analyzing criticism behavior from a psychological point of view, we will find that most people are not as comfortable as hearing praise when they hear criticism.Humans instinctively resist criticism.People like to justify their actions, especially if a person has put in a lot of effort at work, he will be more sensitive to criticism and more willing to defend himself.From a psychological point of view, this is also a manifestation of cognitive dissonance.That is, in cognition, people are convinced that it is impossible for them not to make mistakes, but in behavior they try to justify every mistake.The way to solve this kind of cognitive dissonance is for the critic to justify or create conditions for the other party to feel that they cannot justify. The critic first praises the other party, which is to avoid the other party's misunderstanding, to show the recognition of his superiors and colleagues, so that he knows that the criticism is for specific things rather than people, and he naturally gives up the practice of using excuses to maintain self-esteem .Some leaders don't like this approach, thinking that praise first and then criticize is a sign of weakness, and the leader should be the image of a strong person.Today, when the role of people is increasingly emphasized, it is even less advisable to use this method of criticism as a leader to strictly maintain prestige. Judging from the expression form of the "sandwich strategy", praise-criticism-praise is also in line with people's psychological adaptability. People hope to be appreciated by others, and praise should leave a deeper impression in his heart.Praise at both ends can do this. When critics make criticism after sincere and objective praise, the critics will feel that the criticism is less harsh because of the effect of praise primacy.However, if you need to analyze his mistakes more thoroughly, the effect of praise may be diluted, and criticism will have a relatively strong recency effect, and the person being criticized may feel a sense of being teased.If you observe carefully, you will find that the so-called popular leaders prefer the "sandwich" method of criticism.Of course, this is what people do consciously or unconsciously based on their own experience, and it is not an "imported" technology. The tradition of our political and ideological work and leadership work requires the adoption of "comrade-style" criticism and the need to "cure the sick to save the patient." The more typical "sandwich" style is the standard syllogism: Xiao Zhang, this work report is well written, it seems that you have put in a lot of effort.The idea is very clear, and there are a few points written in it that are more exciting.If it is insufficient, I will see if these few places should be changed.This kind of statement is not appropriate. Too sharp words will hurt the enthusiasm of others.OK, that's it.Work hard, the young man is very smart, the writing is very good, I hope to make persistent efforts. In this way, Xiao Zhang will feel that the leader is full of expectations for him after hearing this, and the deficiencies are clearly pointed out, which is reasonable.He will try his best to correct the inappropriate place. Sometimes, people also turn "sandwiches" into "two-color cakes" to allow praise and criticism to appear alternately, the purpose of which is to maintain the psychological balance of the listener.If the criticism can be ended in a few words, just a "sandwich" is enough. If you want to analyze, the principal of the conversation time, you should put a small "syllogism" in the big "syllogism", and always talk about the advantages of others, so that the effect will be better much. As a leader, it is normal to criticize the mistakes of subordinates. While paying attention to our own criticism methods, we should not forget to comfort our subordinates in a timely manner after criticism.This is what a successful leader should have. Human beings are equal regardless of their status.When a leader criticizes his subordinates, no matter how brilliantly he criticizes, he will always hurt others, but the hurt can be mild or severe.Therefore, after getting angry and hurting others, it is necessary to deal with the aftermath in time, that is, to make emotional compensation.To properly deal with the aftermath, you need to choose the right time and watch the heat.If it is too early, the other party's anger is in full swing, and the effect will not be good; if it is too late, the long-smoldering feelings of the other party will not be untied.Therefore, it is better to choose the time when the other party calms down a little and starts to recover. To deal with the aftermath correctly, we need to adopt different methods depending on the target. Some people have a carefree personality and are a rough person. Even if the leader loses his temper, he will not take it to heart. Therefore, the aftermath work can solve the problem with only a few words and a symbolic expression; If he is careful and reasonable, he can forgive the leader when he gets angry, so he doesn’t need to make great efforts to deal with the aftermath; while some people want to save face, and they will be worried about the leader’s anger at him, or even unforgettable, so they need to deal with the aftermath meticulously and sincerely. People should be comforted by good words, and then look for opportunities to make up for it through praise and other means; some people are too generous, you might as well delay the aftermath, and gradually influence him with the effort of seeing people's hearts for a long time. The artistic aftermath should also reflect the characteristics of combining light and dark. The so-called "Ming" means that the leader personally visits the door to have a heart-to-heart talk, explain and even "apology". The so-called "secret" refers to the use of "beating around the bush" or "borrowing the wind" when getting too angry with a small-minded person, and it is not easy to recover through a simple interview. For example, on other occasions, deliberately speak good things about him to a third party, and say some words of self-blame appropriately, so that this kind of aftermath language can be indirectly passed on to his ears.This kind of behind-the-scenes good words can easily move and influence him.In addition, you can also secretly help him when he is in trouble.These non-face-to-face expressions, after he understands the truth, will be sincerely grateful to the leader.