All idiots here! How real managers express criticism
Some people in the private and business world view pointing out mistakes as a red flag; others see it as a tool for excellence. No matter how you feel about it, Criticism is just as much a part of business as endless meetings and PowerPoint presentations.
Without constructive criticism, projects would fail, customers would drop out, and progress would stall. In short, we would still believe in flared trousers as the ultimate fashion revolution or combining pineapple and pizza as a culinary revelation.
“What a complete idiot!” is easy to say, but will it get you anywhere?
They say that where there’s wood, there are chips. People make dozens of mistakes every day. If something doesn’t work or is messed up by employees, it falls back on you as a manager. How do you give constructive criticism as a manager? How do you make yourself heard? And what role do you play as a manager in error scenarios? I will provide you with some input on this in this blog.
Giving criticism is the fine art of appreciative improvement and the finely dosed truth.
Giving criticism is like serving a dish: You can dress it up with sophistication or slap it all on a plate. Applied to the business world, it’s like giving an important presentation. You can get lost in empty phrases or convey your points clearly and effectively.
Six proven techniques for giving constructive criticism
- Sandwich method – but without cheese, please!
Start with sincere praise, be specific in your criticism, and end with a positive outlook. But beware: if your compliments seem artificial, you will be seen through more quickly than a poorly concealed budget hole. Nobody needs business blah-blah like “Your energy is great, but …” if it’s not sincere! - Facts instead of sentimentality
Figures, data, facts – that is the gold of business communication. Generalized criticism without concrete starting points is like a recipe without a list of ingredients – completely useless. Fancy an emotional all-round attack? Stop! Stay professional! And yes, that means you need to think about it beforehand. Welcome to the world of adults!
FALSE: “Your report was totally crap!”
CORRECT: “Your report contained these three incorrect figures, which harmed our analysis.” - Time and place for criticism
Criticism in the team meeting in front of all colleagues? A big mistake! Nobody wants to be executed in front of the whole team. Arrange a private discussion in a quiet environment. Remember: business etiquette also means not embarrassing others. Wait until the storm has died down. We’ve all had enough drama. - Be solution-oriented – and stay that way
Criticism without suggestions for improvement is like a car without an engine. As a manager, formulate ways to avoid errors. For example, “Let’s develop a process to identify such deviations early.”
“A five-year-old would have done that better” may be meant to be funny, but it can have a fatal effect on business.
Criticism must never, ever be personal. In other words, a true leader refrains from attacking the person and focuses on the problem. Nobody needs unnecessary confrontation in this world—we need solutions! - Addressing repeated mistakes professionally – without drama
When mistakes happen again and again, it becomes critical. Then, it is not enough to name them. Explain the consequences for the company to your employees, for example: “This delay caused the project budget to be exceeded by 15%. We have to make sure that this doesn’t happen again.” As a manager, demand clear commitments: “How do you intend to avoid this mistake in the future?” And no, a general shoulder shrug is not an acceptable answer. Actively ask for suggested solutions. - Schadensbegrenzung mit Fingerspitzengefühl
If real damage has been done – financial or reputational – it is essential to keep a cool head. Name the damage clearly, but remain respectful: “The mistake cost us 5,000 euros. Let’s analyze it together and determine how we can avoid something like this in the future—assigning blame. It won’t bring back the lost euros or the tarnished image. It also shows that you are concerned with the problem, not the blame.
Help! The employees don’t take criticism seriously!
Sometimes, employees seem to be blocking out criticism through an invisible filter. If criticism is not taken seriously enough, the escalation must be managed with charm and severity! In such cases, you, as a real manager, must send clear signals:
Record errors – in black and white
Document the discussions and agreements. For example: “As discussed, we expect this process to be adopted by the end of the month.” This makes your expectations binding. And no, writing memos is not a nostalgia, but a necessity!
Point out consequences charmingly but clearly.
If criticism is ignored, the consequences should be communicated: “If this error occurs again, we will have to examine alternative responsibilities.” And yes, that’s the nice euphemism: Your job is on the line.
Offering support – but not indefinitely
he problem often lies less in ignorance than in a lack of resources or skills. Ask: “Is there anything you need to implement the criticism?” But be vigilant: if you hear the same excuse for the tenth time, it’s time to lose patience.
Last escalation stage – the serious conversation
If improvement is not evident despite all efforts, a serious discussion must be held. For example, “Unfortunately, we are not seeing any progress and will have to take action. This could impact your role in the company.” In other words, there is no career opportunity for eternal refuseniks.
Success through criticism: your role as a manager
Lastly, don’t forget to reflect on your role because “it takes two to tango.” Even bosses are not infallible and are only human! Look the facts in the eye:
As a manager, you are ALWAYS jointly responsible!
Ask yourself what role you play in the whole misery. What actions or
Did your words contribute to or even exacerbate the problem or mistake? Instead of pointing exclusively to the other person’s mistakes, address your part openly if possible and apologize for specific injuries, disrespectful behavior, and systemic weaknesses for which you are responsible as a manager. Show greatness by admitting mistakes. This signals self-confidence. For example: “I can see that I wasn’t precise enough here. Thank you for pointing that out to me.”
In the shoes of the other! Change of perspective
Look at the situation from the other person’s point of view. What feelings, needs, or interests could be behind the reactions to the criticism? Or are they systemic problems, whether recognized or unrecognized, such as tools, processes, or similar? Was my way of communicating (tone of voice, choice of words, body language) respectful and factual, or did I unknowingly provoke?
Having your own emotions under control
Misunderstandings often arise when unpleasant feelings such as anger or disappointment tempt us to justify ourselves or point out the other person’s mistakes. Deal constructively with your emotions.
Conclusion: Understanding criticism as a valuable business tool
In the business world, criticism is not a luxury but a tool for optimization. Whether you give or receive criticism, the focus should always be growth, efficiency, and mutual success. What if someone doesn’t take criticism seriously? Remember: the company only works if everyone pulls together – and anyone who doesn’t understand this will soon find themselves on another professional sidetrack.
Professionalism is not an option but a requirement.
In a conflict where both sides may be partly to blame, this also means first recognizing that you are not just a “victim” of the circumstances but may also have actively contributed to what happened. Acknowledging your part in the conflict and taking responsibility for it instead of unilaterally blaming the other person is essential. Criticism always needs to be given so that it is clear to both sides that you are ultimately talking to and respecting a person.
As an actual manager, you act as a role model. If you can criticize correctly, your employees will benefit!
If only it were that
As an interim manager, I have experienced and untangled many muddled situations. An outside perspective usually helps eliminate sources of error in the long term – but as a real manager, you have to allow yourself that.
Criticism also needs to be learned.
Finding new paths together.
Think boldly – dare to change
Alexander d’Huc
