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Receiving criticism with confidence - Handling Criticism, part 2

Medical Laboratory Observer, April, 1991 by Shirley Harmon

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While there's nothing unusual about having to sell your strengths to the boss, an ability to see the forest for the trees won't help in a desert. The boss may hire someone with a specific strength to fill a void in the work group, then become uncomfortable when it's used later on. A supervisor who hires a nitpicker to help with quality control may come to dislike that particular characteristic. The ability to sell yourself, taking an active role in spelling out positive results of certain traits, is a true mark of a professional.

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When you receive criticism that is patently incorrect, use a variation of the tactic discussed above. Ask for evidence; then deal with the specifics. In this situation, however, your critic may be unwilling or unable to supply specific behavioral or situational evidence of the criticism offered. In such cases, document your own behavior to prove that you are not as accused. Tell your critic that you will keep records of the behavior in question because you want to be seen as an effective member of the team. This is another instance in which it is essential to use a positive or neutral tone of voice and facial expression.

* Ambiguity. Unclear criticism comes in many forms. Sometimes it's criticism of a personality trait. At other times it may be so complex and confusing that you aren't sure what the problem is or what you should do about it. In either situation, you need a behavioral definition of the problem. Behavior is observable and has a specific beginning and end. With this information you can determine whether the criticism is valid or invalid and then decide whether to change or not.

Obtain a behavioral definition by asking a series of questions. You might say, "I don't think I'm on your wavelength. I need more information. Could you tell me exactly when I seemed to be uncooperative? What would you have liked me to do or say differently? What could I have done to come across better? How can I go about changing my behavior?"

* React with your mind. When on the receiving end of criticism, react with your mind, not your emotions. Multiply options by interpreting the critique in more ways than one. If it seems valid and in an area that you wish to change, discuss your improvement plan or ask your critic for assistance. If the criticism is valid and you choose not to change, agree with the criticism and explain why you do not plan to change.

When you are on the receiving end of wrongful criticism, document how the behavior in question is actually an asset. When the critique is obviously incorrect or ambiguous, ask for evidence of the behavior, including what should be done differently. Once you have the behavioral definition, decide whether the criticism is valid or not and proceed accordingly.

In receiving criticism, you have the right to decide whether or not to change. You are in charge of you. Enjoy the responsibility, making choices and changing your bahavior in ways that are positive for both yourself and the laboratory.

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Receiving criticism with confidence - Handling Criticism, part 2

Medical Laboratory Observer, April, 1991 by Shirley Harmon

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