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and react in a way appropriate to the specific comment that was offered. Otherwise, you'll have an escalation on your hands that you or the other person never intended and that you cannot explain or defend. It will be a totally unreasonable response. |
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Tip 632: Maintain your emotional equilibrium. |
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When criticism is unexpected and swift, it's like a punch in the gut. Humiliated, we don't speak up to defend ourselves or state an opposing view because we're embarrassed to find ourselves in the situation at all. Particularly, if our integrity is questioned, we're hurt or angry that someone has brought up the issue at all. Tears well up. We yell or curse, throw things, slam doors, slap desks, slam down phones, or stalk out of meetings. Or we do the opposite: turn inward with undeserved self-blame and become depressed or resign ourselves to the fact that we have to "put up with" the situation. |
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All such responses are inappropriate as either short-term or long-term reactions. Instead, take time to calm down. Breathe deeply or play with a prop like your glasses or your computer. If time, take a brisk walk, hit a golf ball, or otherwise change the surroundings. Do whatever it takes to regain your emotional balance and think clearly with deliberate action rather than reacting inappropriately. |
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Tip 633: Be willing to accept responsibility without accepting blame. |
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The higher you go in an organization and the more powerful you become, the more frequently you will receive criticism for things you did not have direct involvement in or responsibility for. That principle is always true when you're representing your company to an outsider. To a customer, you are the company. |
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Have some of these stock phrases ready when you must take responsibility without blame: "I'll check into that situation, determine what happened, and correct the problem." "I'm not sure who handled that project, but I'll see that your concern is addressed." "You're correct. Such a situation should never have happened." "This result is disappointing. There must be a solutionI'll do my best to find it.' "I agree that we have to change things to improve X.'' |
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To assume a position of power requires broad shoulders. Can you imagine the CEO of a billion-dollar corporation responding to criticism about poor performance of the company with a comment like, "Well, it's not my fault; they did it"? |
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