The ancients said: If a person is not a sage, who can be without fault? When a subordinate does something wrong or makes a mistake, the boss should point it out in time and criticize it appropriately so that it will not have a greater deviation and affect the overall work. However, when criticizing subordinates, we should pay attention to ways and means, and try our best to make subordinates willing to accept criticism and correct it. There is a foreign proverb that "the key is not what you say, but how you say it", which contains this meaning. If criticism is used properly, it is just as effective as praise to motivate subordinates. This does require the boss to master some critical language arts.

● The basic principle of negating and criticizing subordinates

Although there is an old Chinese saying that "if you hear it, you will be happy", but not everyone can happily accept criticism from others. In order to make the subordinates happy and convinced, and not to have the feeling of "oppressing people with power" or "pressing people with power", the following principles must be followed:

1. Be realistic

Attitudes and methods are important for criticism, but the most basic thing is whether the facts are accurate, whether there are discrepancies, and whether someone should be responsible. If the prior investigation is insufficient, and there is a discrepancy between the truth and the information obtained, it will be difficult for the critics to accept it; If someone provides information and makes a "small report", and the boss uses this as a basis to criticize him, it will be even more difficult to convince people. Therefore, when superiors criticize subordinates, the facts must be accurate, the responsibilities must be clearly distinguished, and the reasons must be ascertained. Proceeding from reality, we should find out the true face of the matter, find out the causes of the problems, and rationally distinguish the responsibilities, so that the criticism can be justified and well-founded, and the subordinates will certainly be convinced. Therefore, when a superior criticizes and negates a subordinate, it must be based on facts, and it is not possible to do what it wants, still less can it replace principle with feelings.

2. Self-blame first

It is true that the negation and criticism of subordinates is due to the negligence of subordinates, but at the same time, superiors in command and supervisory posts also have indirect responsibilities that cannot be shirked. If the superior seems to have nothing to do with himself, domineering and only criticizing the subordinate, but refusing to take responsibility, the subordinate will have his own sense of grievance in the eyes of the boss who is useless. Therefore, when criticizing a subordinate, it is best for the boss to blame himself first, and then point out the mistakes of the subordinate, so that the subordinate will have the feeling that the boss and he share the mistake and feel guilty. In this way, in the future conversations, the boss will say more and less, and the subordinates will not only be able to basically bear it, but also harmonize the feelings between each other, so as not to break up unhappily.

3. Treat things not people

Correct criticism should be about the thing and not about the person. Although it is a person who is being criticized, it is absolutely forbidden to engage in personal attacks or venting emotions, because what needs to be solved is a problem, and the purpose is to do things well in the future. As long as mistakes are corrected and problems are solved, criticism is successful. Therefore, the boss must first understand the ins and outs of the matter, and then analyze the success or failure of the problem with the subordinates, so as to convince people with reason. Since the right thing is not the right person, the subordinate will take the initiative to help the boss solve the problem. On the other hand, if we are indiscriminate, ignore problems and teach people a lesson, it is easy to be emotional, and make subordinates mistakenly believe that their superiors are deliberately rectifying people, which will cause ideological knots, which will be difficult to solve for a while.

4. Varies from person to person

Since criticism is a work directed at people, it must be individualized. Attempts to use a single model to create practical problems can only be counterproductive. It varies from person to person, and it is necessary to take into account the specific circumstances of the person being criticized.

Different industries have different industry criticism requirements; In the same industry, different types of work and different levels have different negative arts. Criticism should also be different for skilled and beginners, and for subordinates and general staff in management positions. In general, as the level of proficiency and job level of the subordinate increases, the requirements should become more and more stringent, although in different ways.

The same question is criticized differently for people of different ages. For the elderly, the language of discussion is generally used; For people who are about the same age, they can be freer, after all, they have more in common with each other; For young subordinates, some enlightening sentences should be appropriately added to make them impressive. In addition, there are differences in the title of criticism. Add humble words to the elderly, such as: using the word "old" as a prefix ("Comrade Wang"), using the position as a suffix ("Professor Li", "Director Zhang"), etc., it is very solemn and polite; The title of peers can be more or less casual, generally you can call them by their first name, or use some commonly used ways of calling them, which is more easy-going; The titles of young people are mostly prefixed with the word "small", such as "Xiao Sun" and "Xiao Liu", which is cordial. If you don't know each other well, you can use a more solemn title appropriately. In short, people of different ages have different characteristics and requirements, and the use of negative and critical language arts cannot be equated with them.

5. Criticism should also be moderate

However, there must be a "degree" in all aspects of life, and the same is true for negating and criticizing subordinates. Degree is a philosophical category that refers to the quantitative limits of a thing that maintains its own qualitative limits. In actual life, people are accustomed to calling "degree" "proportionality", that is to say, to behave appropriately and moderately, to pay attention to proportion, and to avoid exceeding or not being too late.

So, how to understand the problem of "degree" in the use of language by negating and criticizing subordinates?

(1) The language should be exquisite, and it must not be aggressive and murderous. Even if the subordinates make big mistakes or have a bad attitude, there is no need to make noise and make them uneasy. You must know that although the boss is criticizing one person, he is facing the whole group, and as soon as you speak, there are already other subordinates whispering and discussing there. It can be seen that the proper use of language also involves the bearing and cultivation of the boss.

First of all, as a superior, you should show a certain demeanor and gentlemanly demeanor, and you don't have to worry about it, and if necessary, you can appropriately choose language with a certain degree of ambiguity, which is an expedient policy for the time being.

Secondly, if the subordinates make mistakes, they need criticism rather than praise, and if the language of criticism has no weight, it will not be able to do it, and the meaning of criticism will be lost. The consequence of this is that the successor will have nothing to fear. The boss should uphold the majesty of the system in line with the principle of punishing the former and the latter, and should not abandon the principle, the rewards and punishments are not clear, and the discipline is relaxed.

(2) The same mistake may be different in severity and severity, and the language of criticism should also change according to the camera. If we look at the same amount and "treat everyone equally", and each of them plays 50 boards, it will lead to some unnecessary mistakes. It should be light, and you can't hold on to your braids; It should be more important than to be appeased. In addition, men and women are different in their psychological tolerance, so they should also give due consideration to criticizing subordinates of the opposite sex, so as to be reasonable and responsible.

● "Sandwich Strategy" – Criticism sandwiched between compliments

Mary Kesh, a famous American entrepreneur, wrote in the book "On the Management of People": "Don't just criticize without praise. This is a principle that I strictly adhere to. No matter what you want to criticize, you must find out the strengths of the other person to praise, both before and after criticism. It's what I call the 'sandwich strategy' – a small critique sandwiched between two compliments. ”

We know that criticism can only be effective if it is accepted from the heart by the other person. This means that criticism, while justified, does not mean that it is accepted by the other party. Psychological research shows that the main psychological obstacle to accepting criticism is the fear that criticism will hurt one's face and one's own interests. For this reason, it is necessary to help the person being criticized to dispel this concern before criticizing, so that he can listen to the criticism. A better way to dispel concerns is to praise first, then criticize, that is, to affirm the achievement and then criticize it appropriately.

During the American Civil War, General Joseph Hook recommended himself to become an important commander of the Confederate army.

However, as time went on, it became increasingly clear that General Hook was not the right man. He spoke unruly, so willfully. So President Lincoln wrote him the most poignant letter since he became president, criticizing his shortcomings and enabling him to play to his strengths and work together to promote the success of his cause. But the key point is not to arouse his disgust.

Lincoln criticized General Hooker in this way:

"I appointed you commander of the Potomac Corps. Of course, I made my decision for a good reason. However, I guess it's best to let you know that there are a few things I'm not very happy with you.

"I believe you are a brave and warlike warrior. Of course, I appreciate that. I also believe that you are not confusing politics with your profession, and you are right about that. You have confidence in yourself, which is a valuable, if not essential, quality.

"You have ambitions, and within a certain range, there are no disadvantages to that. But I think that in the command of General Burnside, you let your ambitions go and thwarted him as best you could, and in this you have done a great wrong to the country, and to a most meritorious and respectable brother officer.

"I have heard, and I believe, that you have recently said that our army and our country need a ruler with absolute authority. Of course, it is not because of this, but it is because of this that I give you orders.

"Only a general who has achieved military success can be a ruler with absolute authority. I need you now to succeed militarily, and I will take the risk of dictatorship.

"The government will, as always, support you with all its strength and support all the commanders. I am very concerned that you have fostered a culture of criticism and distrust of your commanders in the army, and that you are now coming at you. But I will do my best to help you put a stop to this trend.

"Neither you nor Napoleon, if he were alive, would have achieved good results in an army of this ethos, and for the time being guard against impatience. Prevent impatience, but be energetic, vigilant, and courageous to win the final victory for us. ”

Lincoln shows his masterful critical skills in this letter so vividly. He didn't say Hooker's mistake outright, but first gave him a "reassurance": "Of course, I made this decision for a good reason. Then, only to point out that he had made a mistake: "However, I think I'd better let you know that there are a few things I'm not very happy with you. "Very decent and sophisticated.

In the "sandwich strategy", praise is not the real goal, it is just a foreshadowing for criticism, and criticism education is the real goal. However, when using this strategy, we should not over-embellish it, otherwise things will be reversed, and the purpose of criticism and education will not be achieved. This is also a question that we must understand.

Starting with praise is like giving the patient an anesthetic before surgery, so that the patient can recover unconsciously. Therefore, when criticizing others, it is also advisable to inject an "anesthetic" on the "patient" - using a "sandwich strategy".

●Preserve the face of the subordinate

In general, in a conversation between a boss and a subordinate, the subordinate is much more sensitive to his or her reputation. As a superior, when you want to change your subordinate, don't forget to save his face, which will also bring you great benefits, both to achieve the purpose of criticism and not to incur any resentment for it. "People want face, trees need bark", sensitive subordinates hate straightforward criticism, and if the boss can subtly and implicitly remind them of their mistakes in conversation, it will often achieve unexpected results.

Charles Schwab passed by one of his steelworks at noon and found several workers smoking, and above their heads, there was a sign that read "No Smoking". How should this boss teach his guys? Reprimanded? He clapped the sign and said, "Can't you read?" "No, neither. The boss, who knew a thing or two about criticism, went up to the men, handed each one a cigar, and said, "Young man, if you would go outside and smoke, I would be very grateful." The frightened workers knew that the boss knew they were breaking the rules, but he didn't say anything, but gave each of them a cigar. Workers recognize their mistakes without feeling shameless, so they respect their bosses even more.

How important it is to save the face of subordinates, especially when criticizing, but unfortunately not all superiors have considered this. Many people, for the sake of their own purpose and authority, treat the feelings of their subordinates violently, find fault with or even intimidate their subordinates, never thinking that it will hurt their self-esteem and damage their own image. When you're angry in front of your subordinates again, why don't you think for a few minutes first? You must know that to alleviate the suffering of subordinates is to reduce your own troubles.

● Beat a stick and give a sweet date

If the mistakes made by your subordinates are too much to bear, and the volcano of anger can no longer be suppressed, if you think it is necessary to teach them a lesson, you might as well erupt once, especially in full view. Of course, at this point you have to make sure that you are right, and not too harsh, this lightning and thunderous blow will impress your subordinates and better establish your authority. Of course, at this time, the subordinate who was criticized became a victim, and he may be full of dissatisfaction with his superiors or even complain and hate. Therefore, after the matter has passed, we must not forget to comfort in time and untie this knot in the hearts of our subordinates.

There was a general named Joannis in the ancient Elite Kingdom, who was very strict in governing the army, and could even be said to be picky in every way. One day, when he inspected the barracks and found that a junior officer was in poor shape, he immediately summoned all the officers under his command and gave him a bitter reprimand in front of everyone. Two days later, however, the man was summoned to the General's office, where Jonis greeted him with a smile and gentle words, reprimanding him for being too harsh that day. The junior officer then changed his dislike for his superiors and pledged his unwavering allegiance to his superiors.

This ancient general's criticism skills are indeed extraordinary, and through the "beating of sticks" in public criticism, he not only rectified military discipline, but also established his own majestic image in the minds of his subordinates; After that, he secretly apologized separately to resolve the resentment of the critic against himself.

In short, different people have different abilities and ways of criticizing and accepting criticism due to different experiences, knowledge, personalities, etc., and the boss should treat them differently and adopt different ways of criticism according to the specific situation and the characteristics of different subordinates.

● Three methods of direct criticism

Direct criticism means not beating around the bush and directly touching the issues that are denied and criticized. There are three main ways to do this.

1. Negotiation Law

Through discussions, analysis, and conversations, we should help our subordinates recognize their mistakes and learn lessons from them to improve their understanding in a calm state of mind and tone. 

2. Command Law

Due to the urgency of the time, the urgency of the task, and the inability to discuss, the superior can use the method of issuing orders to negate the incorrect behavior of the subordinate.

3. Agitation

Sometimes, subordinates can be criticized and denied by aggressive tactics, either openly and covertly, or openly and covertly suppressed, so as to suppress the sound of the east and the west.

● Four ways to criticize in a roundabout way

Roundabout criticism is to adopt indirect language strategies to approach the core issue and achieve the purpose of negating and criticizing subordinates. It has four common methods.

1. Inquiry method

This method refers to the fact that the superior covers up the core problem, pretends not to know, but has a clear idea in his chest, and asks questions according to certain clues, leaving the "mystery to the end" and prompting the subordinates to self-perceive and self-correct. In this way, the feelings of the subordinates are taken care of and their self-esteem is maintained. If the subordinates are "obsessed", it is logical and irrefutable to break the topic again.

2. Side-attack method

Some mistakes of the subordinates may not be broken, or they have not yet been detected, and they need to be hinted at or reminded by other examples, so as to promote their self-awakening or conscious convergence, which is the side-attack method.

There are two kinds of side attack methods: one is to face the subordinate himself, taking care of this and talking about the other, there is a sound outside the string, as if he is talking about the other, which is actually saying this; or discussing others, in fact, refers to an obedient person. It can be said that "the drunkard's intention is not to drink", and he said that Jun. The key to this method is that you must find similar things or similar people, otherwise they are too far apart and difficult to match, and it is not easy to work. The other is to face everyone, point out nothing, point out some things that only the subordinates of the person concerned can understand, and put the necessary psychological pressure on him, so that he feels that my superiors know about it, but he is not aware of the situation, so he is self-alert and self-correcting from the depths of his heart.

In the early days of the Anti-Japanese War, Mr. Shen Junru, a well-known social activist, was a senator. Once, the senators had a meeting, and during the break, the senators sat in twos and threes and chatted. Someone told some jokes that mocked the beard, and after finishing speaking, he laughed at Shen Junru because he had a beard that was not missing. 

Shen Junru also smiled and said: "During the Three Kingdoms period, after Guan Yu and Zhang Fei were killed, Liu Bei decided to raise troops to attack Wu. It is necessary to choose one of Guan Xing and Zhang Bao to be the pioneer. Tell them to compete on the spot, and the result is a win. And let them tell each one of the powers of their father. Guan Xing said that his father passed five levels, beheaded six generals, beheaded Yan Liang, punished Wen Chou, and beheaded Huaxiong with a glass of wine...... talked about a big set. Zhang Bao also said how his father drank off the Baling Bridge, how he was angry with Zhou Yu, and so on, and said it eloquently. Guan Xing was anxious and said: "My father has phoenix eyes, lying silkworm eyebrows, a mouthful of long hair, floating to his chest, known as a beautiful bearded man, is your father comparable?" At this time, Guan Yu suddenly 'appeared' in the air, and said to Guan Xing angrily: "You Lao Tzu has so many strengths, you don't say it, what do you do with Lao Tzu's beard!" ’”

Shen Junru finished speaking, brushing his hair and smiling, while the senator who laughed at his beard was red-faced.

In the face of others' ridicule of his beard, Shen Junru quietly told a story from "Three Kingdoms", and responded to the provocations of others by quoting methods. Later in the story, the plot was introduced to the "beard", and Shen Lao used a language that sounded like the original story, and the words turned around, pun on the true meaning of storytelling. borrowed Guan Yu's words "You Lao Tzu has so many strengths, you don't say it, just mention Lao Tzu's beard to do something", which not only euphemistically criticized the boring of the commentators, but also expressed such a point of view: Commentators should take care of comprehensiveness, talk about their main merits and demerits, and don't stick to small sections.

3. Recusal Law

This is a method of negating and criticizing subordinates that is inconvenient or unnecessary to meet the person concerned or to raise the core issue. This tactic is most often used to negate certain inappropriate opinions and perceptions from subordinates.

There are two common techniques used in the recusal method: one is to see people and do not mention things, so that the subordinates have the feeling that "the superiors do not pay attention to them" and automatically give up their opinions. Second, if there are uninteresting subordinates, you can use the method of not seeing the people. That is, intentionally or unintentionally, the reason why it is inappropriate to mention the matter to others, after it reaches the ears of the parties, the parties will know that they cannot do anything and automatically retire.

Recusal is not something that can be used casually, but only on very delicate issues that are not appropriate for face-to-face interviews.

4. Roundabout heuristics

Roundabout enlightenment means that instead of pointing out and breaking things out positively, we take a roundabout approach to give hints and inspiration to the subordinates, so that they can understand the truth and improve their understanding.

●Integrate critical strategies

The so-called comprehensive style is a method of comprehensively using various language arts in direct and indirect forms to negate and criticize subordinates to deal with complex and difficult problems. Synthesis is not a hash, it is a high degree of unity of various simple techniques, and therefore belongs to a higher level of language arts.

1. Encirclement and reinforcement methods

"Encirclement and reinforcement" is a borrowed military term. This approach may be used for complex and wide-ranging events.

The first is to "surround but not fight" the larger problems, and then remove the various problems or obstacles related to them from the periphery little by little, and finally eat the "big problem" in one bite.

The second is to carry out regression analysis from the result to the cause, from the phenomenon to the essence, and from the internalization analysis of the reality to the ideology, so as to help the subordinates solve the ideological problems from the root.

The third is to "avoid the important and make it light", criticizing the minor or their subordinates in order to shake the main responsible.

The method of encirclement and aid deals with some thorny problems, which not only require superb language skills, but also require the superiors to operate in a unified manner, and to be stable and not chaotic.

2. Draw the salary method from the bottom of the kettle

The purpose of negating and criticizing subordinates is to make subordinates change their way of working according to the intentions of their superiors. However, sometimes the subordinates are intimidated by power or hindered by feelings, and although they accept it on the surface, they may not be convinced in their hearts. Therefore, it is necessary to negate and criticize the subordinates to resolve the contradictions fundamentally (i.e., ideologically), and this requires the use of the method of drawing wages from the bottom of the kettle.

The so-called "drawing wages from the bottom of the kettle" is to suddenly refute the logical pillars and erroneous factual basis of the subordinates in normal conversation, and force them to correct their mistakes. Using this method to criticize subordinates is much like a rebuttal essay, not directly refuting their arguments, but attacking their arguments or arguments so that their arguments are self-defeating.

3. Trend extrapolation

Trend extrapolation is a warning method based on the historical data of things, seeking the law of changes of things, speculating the future state of things, and then denying and criticizing the subordinates. This is a commonly used forecasting method in management, leadership, decision science, etc. This is an effective way for superiors to avoid "afterthought" and short-term behavior, and to "navigate" for subordinates. There are two main points: one is to hint at the right time to dissuade subordinates and prevent problems before they happen, that is, to "ring the alarm bell"; Second, according to the development trend of the oral content of the subordinates, the conclusion that has not yet been clarified is denied in advance, making it irrefutable, also known as "interception". The facts and bases cited by trend extrapolation must be reliable and coherent, and the predictions made must conform to the general trend of development in order to convince the subordinates.

● Eight taboos for criticizing subordinates

Negation and criticism are aimed at eradicating mistakes in work and putting subordinates on the right path. Therefore, in order to achieve the goal of criticism, it is necessary to pay attention to the art of criticism and avoid negative and simplistic tendencies.

A taboo: chasing the wind and catching shadows, making something out of nothing

Criticism is supposed to correct mistakes and educate people, so it must presuppose that there are indeed mistakes in the subordinates. If there is no mistake and insist on criticizing others, it will leave the impression of "deliberately rectifying people" to the subordinates. Superiors should be open-minded, seek truth from facts, and avoid nervousness, suspicion, listening to rumors, and making things out of nothing.

Two taboos: harsh words, bad words hurtful people

Everyone has self-esteem, so the boss must treat his subordinates as equals when criticizing them, and must not pretend to be a judge, let alone gloat, or even slander. Otherwise, the reprimand is not only a damage to the self-esteem of the critic, but even an insult to the personality, and will not really solve the problem. The boss should talk about the problem calmly and give the subordinate a sense of love and closeness.

Three taboos: taking advantage of unpreparedness and sudden attack

Negative and criticize subordinates, and serious criticism should be greeted in advance, so that subordinates have enough psychological preparation; Ordinary criticism should also give the subordinates sufficient room for maneuver and make psychological adjustments to avoid causing big emotional ups and downs. When a person does something wrong, he is already introspective, panicked and overwhelmed, and at this time, if he is treated like a criminal suspect, he will be ashamed and uneasy, and even collapse, and can no longer affirm himself; Or slide down the wrong path, give up on yourself, and "break the jar".

Four taboos: tolerate accommodation and abandon principles

To criticize and deny subordinates, of course, we need to give him some comfort and encouragement, and we can't completely deny them and beat them to death with a stick. However, this in no way means that subordinates can be tolerated, sheltered, covered up or not held accountable for their mistakes. Abandoning principles and letting them go unchecked, it may seem that they are tolerant and generous, and they care about their subordinates, but in fact they are nurturing carbuncles and providing conditions for them to make greater mistakes in the future. Therefore, we must not do this.

Five taboos: regardless of the occasion, feel free to wield

Occasion is space and place, it is a necessary condition for negating and criticizing subordinates, and it is also a limitation on the language of superiors. Bosses who pay attention to language arts always say what they say on what occasions and what orders they give to what situations, and they are flexible and improvised, thus creating a good opportunity to deny and criticize their subordinates. Reckless bosses often exercise power and prestige regardless of the occasion or the situation, and the result is that the problem becomes more complicated and serious. Criticism should usually be done on a small scale, which creates a friendly and harmonious linguistic environment. When it is really necessary to criticize in public, we should also be cautious in our wording, and it is not appropriate to ask the guilty teacher in a big way.

Six taboos: nitpicking, too picky

The superior should play a role of guidance and supervision over the leadership of the subordinates, and should not be the housekeepers of the subordinates, and they should not criticize their subordinates in everything. However, some bosses like to look for subordinates, as if they do not often find out some faults of their subordinates, it is not enough to prove that they are clever, but they cannot put forward constructive suggestions on how to prevent problems. For the superiors who are too picky about small things and can't grasp big things, the subordinates have a very good opinion.

Seven taboos: the tongue is not strict, spread everywhere

Since criticism and negation of subordinates cannot be discriminated between occasions, it is still less necessary to spread criticism casually. Some critics leave their subordinates with their front feet and tell others about it with their back feet; Or when criticizing another person not long after, they casually cite this person as an example, and inadvertently spread the criticism, causing rumors and increasing the ideological pressure and disgust of the person concerned. Everyone has a psychological tendency to protect self-esteem, and when a boss criticizes a subordinate, he must not fail to take care of his subordinates, and he must try his best to control his psychological fluctuations to a minimum, and he must not inadvertently add new interfering factors to influence his subordinates to accept criticism and correct their mistakes. As a matter of fact, lax language is a bad style of irresponsibility and lack of organizational discipline on the part of superiors, and it is also criticized.

Eight taboos: Mother-in-law, mother-in-law, endless

Serious criticism must have accurate content, reasonable procedures, and necessary time limits. The idea of trying to cure all diseases through a single criticism is unscientific. But criticism can't be won by quantity, and if you don't say anything that can be solved, don't say more; If one criticism works, don't increase the number of times. Mother-in-law and mother-in-law, endlessly, may not be able to move people's hearts; The chatter is endless, but it makes people tired.