Top performers: 3 keys to constructive criticism
December 23, 2009 by Jared BilskiPosted in: Communication tips, Efficiency, In this week's e-newsletter, Latest news & views, Management issues
Giving kudos to superstars in your Finance department has probably become second nature at this point — but what about constructive criticism?
Asking top performers to aim higher can pay dividends — when it’s done correctly. Here’s how:
- Start by recognizing achievements. Open up by letting the employee know how much you appreciate his or her dedication and achievements.
- Concentrate on current issues and plans for improvement. Even the best staffers have room for improvement.
Example: a super-talented accountant with aspirations to move up – but doesn’t socialize with her co-workers. Let her know that management positions require strong soft skills – and she needs to improve a bit in this area. - Come up with a game plan together. Once you’ve established improvement areas, set target goals for the future, as well as ways to get around challenges in the way.
Giving kudos to superstars in your Finance department has probably become second nature at this point.
On the other end of the spectrum, offering constructive criticism to top performers can present quite a challenge for finance chiefs.
However, asking these employees to aim higher can pay dividends – when it’s done correctly. Here’s how:
5 keys to doing it right
The same rules apply. Providing feedback rests mainly on how well a manager has prepared.
As with other staffers, top performers’ behavior, performance, achievements, shortcomings, etc., all need to be documented.
Start by recognizing achievements. Open up by letting the employee know how much you appreciate his or her dedication and achievements.
Concentrate on current issues and plans for improvement. Even the best staffers have room for improvement.
Example: a super-talented accountant with aspirations to move up – but doesn’t socialize with her co-workers. Let her know that management positions require strong soft skills – and she needs to improve a bit in this area.
Come up with a game plan together. Once you’ve established improvement areas, set target goals for the future, as well as ways to get around challenges in the way.
Turn the tables. Before you finish, ask the employee to rate your performance as a boss and list what things you can do to help them achieve his or her improvement goals.
On the other end of the spectrum, offering constructive criticism to top performers can present quite a challenge for finance chiefs.
However, asking these employees to aim higher can pay dividends – when it’s done correctly. Here’s how:
5 keys to doing it right
The same rules apply. Providing feedback rests mainly on how well a manager has prepared.
As with other staffers, top performers’ behavior, performance, achievements, shortcomings, etc., all need to be documented.
Start by recognizing achievements. Open up by letting the employee know how much you appreciate his or her dedication and achievements.
Concentrate on current issues and plans for improvement. Even the best staffers have room for improvement.
Example: a super-talented accountant with aspirations to move up – but doesn’t socialize with her co-workers. Let her know that management positions require strong soft skills – and she needs to improve a bit in this area.
Come up with a game plan together. Once you’ve established improvement areas, set target goals for the future, as well as ways to get around challenges in the way.
Turn the tables. Before you finish, ask the employee to rate your performance as a boss and list what things you can do to help them achieve his or her improvement goals.
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Tags: Achievements, Constructive criticism, Game plan, Superstars, Top-performers
