The importance of specific examples apply also to situations when you want somebody among your people to change his/her previous behaviour. Again, prepare specific examples of the behaviour, their impact on others and the operation of the company. Always let some space for the people concerned to express their point to your observations. Reasons for their behaviour may be different than you think.
Don't compare others to yourself
Don't evaluate your people's performance according to how you think you would have mastered a task yourself. Ask whether it reflected the purpose for which it was meant. Your people needn't hear that you would follow a different way. Demand changes only if you can really explain why these changes should occur. End your constructive criticism with an encouragement to further work.
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Article source Training Journal - practical content to assist anyone involved in workplace L&D