Conducting discussions: 6 steps to the optimal critical discussion
1st step: Prepare for the critical discussion
This first step is essential! It not only gives you a clarification of the point of criticism, but also helps you to “bring down” emotionally. Give yourself five to fifteen minutes to prepare for the critical discussion.
When preparing for the review, keep the following points in mind:
- Concentrate on what exactly you want to achieve with the critique. This point is often expressed very imprecisely, as if the criticized already knew what would have to happen differently in the future. And the consequence is again a “deficiency” with the employee/colleague, so that the game begins again.
- Your solution strategy is only as good as its implementation is realistic. So don’t forget to also ask yourself about the skills, competencies, specific strengths and weaknesses of the person being criticized.
- With your criticism you want to steer a person in a certain direction. It is much easier for the criticized person to develop self-motivation if he understands the advantages of this step for himself.
Step 2: Make an appointment
Make an appointment for the feedback discussion. Be sure to state the reason for this so that the other person can prepare as well. Reserve enough time for the critical discussion – at least half an hour. Ultimately, the causes should be clarified and joint steps taken to completely resolve the point of criticism.
3rd step: the beginning of the conversation
State your criticism. Remain calm and matter-of-fact, show your respect for the interviewer, and at this point, refrain from making any change requests. Instead, give your employee/colleague the opportunity to explain their position after your presentation. Maybe you can help him with a question or two.
Step 4: The focus of the conversation
This step should take up most of the conversation time. Because now your conversation partner has the opportunity to present his point of view in more detail. This is the first step in making sure the critique doesn’t deadlock. Remember: The aim of the critical discussion is not to calm the sea, but to solve a problem – if necessary, including a change in the behavior of the person concerned. A “humble” counterpart is of no use to you if it burys their motivation.
Step 5: Looking to the future together
At this point, at the latest, you should inform the interviewer of the goals that you set during the preparation phase. What should change? Invite the person you are talking to to consider steps to achieve the goal – i.e. the resolution of the point of criticism. Clarify together what support your conversation partner might need or would like.
Step 6: Agree on realistic control targets
The critical discussion ends with the agreement of control dates – depending on the length of the realization process already during the implementation or only after the goal has been reached. In both cases, the time intervals should be neither too long nor too short. A follow-up appointment should take place two weeks, at the latest a month, after the critical meeting so that the goal is not forgotten. This date underscores the commitment for everyone involved.
Don’t forget to appreciate the successes – even small steps – during this “check”. Recognize the effort and the results, but also the newfound insights that will help sustain what has been achieved.