Taking Criticism - tips on handling criticism in the work place

Stronger bonds with coworkers, a more positive work environment and a better product are some of the results of responding to criticism with an open mind and a willingness to listen.

"The article is too long." "The illustration just I work "The address label hides a key coverline." "What's wrong with sales? This issue is too thin on ads!"

Whether you are in editorial, design, production, circulation or sales, there will always be people who criticize your work. Therefore, your focus needs to be on how to respond to these critical comments. Do you see them as destructive or constructive? Beneficial or harmful? A potential for trouble or a potential for growth?

Growth is never easy, but one of the ways to grow and progress is to learn from mistakes--ours and the mistakes of others. Sometimes we learn by ourselves, by analyzing our efforts and the results, and sometimes we learn from the input others give us. That input by others is often called "criticism," and that's the hard part--taking criticism.

It would be wonderful if criticism were always painless, but it usually isn't. The criticism is fired at us, sometimes with good intention, sometimes with malevolent intention, and sometimes just because it's the other person's job. Just when we don't want to hear it, it's given--bang, like an shot--and we're hit.

A fast defense is the wrong response

The natural response is defensive. Get up your guard, get ready to parry, thrust, block and attack. There are many defenses to choose from. Here are a few:

Misdirection: "What makes them think they are so smart? Instead of focusing on me, why don't they focus on themselves? If they think I made a mistake, they should analyze their own operation-they've got lots of room for improvement."

Put them in their place: "What makes them think they are experts on this topic? I don't remember them specializing in this academically or in their business experience. Before they offer comments in an area of non-expertise, they should study and learn more. Maybe then they can speak."

Legal self-righteousness: "How can they be so swift to judge? They haven't heard the whole story. They don't have all the facts. They don't know the background. They are criticizing on such limited information."

The problem with all these responses is that although they may be totally valid, they do not negate the potential value of what the person doing the criticizing is saying. Whether we like it or not, it is possible that the other person--even with all the limitations mentioned--can see something about us or our operation that really does need adjustment. The person doesn't have to be perfect in order to see a flaw in us. The person doesn't have to be an expert to be able to report to us what it is we do that negatively impacts them or others. The other person doesn't have to be a judge or jury with all the facts of the case in order to recognize that something has happened and to be able to share that perception with us.

So the best thing we can do is listen. Don't interrupt. Don't argue. Don't even judge--just listen. There will be time later to evaluate, to consider and to make a decision, but none of that will be possible unless we first listen and absorb what the person is saying.

Next, we thank the person. "What!?" you might say. "Thank them for criticizing my work, the way I illustrated the article, the number of ads in the issue?"

No--not for that. We're thanking them for sharing their observations, perceptions and information. It might sound like, "Thanks for bringing that to my attention."

Compare that response with the way you might have reacted previously, or the way many others are still reacting. Compare that to the defensive response in which you verbalize what you had been thinking. This inevitably leads to a confrontation. Not only won't you get any good from what they just offered, you'll never get any input from them in the future.

And who knows? Maybe their future will be better than yours.

So thank them. But that isn't enough; now you must make sure you accurately understand their message. To do that, you paraphrase. For example, "Let's see if I understand. You think the illustration has to follow the story line more closely? Is that it?

Now wait for an answer. If the paraphrase you have given is correct, you have an accurate understanding and must make a decision. If this is the case when you are getting input from someone you respect, someone who has expertise, or if it's your boss, you can say, "Let me test that right now with you." Then you proceed to rough out a different illustration that more closely fits the person's comments.

No matter who the criticism comes from, however, someone you respect or someone you don't, if it makes sense (and aren't you thankful you listened?), you thank the person, paraphrase what was said, and immediately set out to learn the new/better way that was suggested.

Imagine your impact on the person offering the criticism. This person has offered comments to others before, and generally responses to those comments were not the kind you just offered. Imagine how impressed the person will be with you, your willingness to listen, and your willingness to get right on it. You immediately more five points higher on his or her people-rating scale. And he or she is more likely to be a resource for your future growth.

Deflecting unwanted suggestions

Then again, what if you listen but don't really have much desire to act on the suggestion? Thank the person just the same. Yes, paraphrase, too, just to make sure you have a clear reading on what has been said. It sounds like, "Thanks for your comments. As I understand them, you are saying that I should underline the key words of the story, rather than italicize or boldface them. Is that it?" After the person says yes, continue, "Let me think about that--but thanks again for the suggestion."

Again, picture the suggester. This person has made suggestions/criticism to others, but has rarely been thanked, rarely paraphrased for understanding, and rarely been told the recipient's intentions. Instead, the person has usually been argued with, criticized in return, or had the idea rejected out of hand. Your behavior and response stand out so strikingly, so favorably, that even if you don't accept the person's idea at the moment, or never accept it, you still move five points higher on that people-rating scale. And add another resource for your future growth.

In essence, comments, criticisms and suggestions form the basis for personal growth in skills and relationships with colleagues, staff and management. There is a chance for immediate feedback to the person giving the suggestion/criticism. There's a chance to begin to practice a new skill. There's a chance to impress a colleague with your willingness to learn. There's a chance to be a role model for others, perhaps members of your own staff, to whom you will be offering suggestions and criticism in the near future. Let them see you and the way you respond. They will be anxious to emulate when you are the one offering suggestions or criticism.

Is this natural? No. Therefore, it won't just happen. It won't happen even if you read and re-read this article. It will happen only if you practice, imagine the scenario and say the words out loud, now, in the privacy of your office, so that when it happens m the real world outside your office, you'll be ready. You will have said it once, twice, even a dozen times. It will have become a skill you use to listen, learn and increase your resources for growth.

Deborah J. Schwab, column editor, can be reached at debbie_schwab@intertec.com.

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