I have always disliked the term "constructive criticism," primarily because it includes the word "criticism," which is one of the more loaded words in our business vocabulary. Usually, problems that require one to articulate a concern to someone else come down to communication issues. Find a neutral place to have the discussion (or, if it's in your office, come around from the desk and remove the "barrier" between you), and be very careful not to use accusatory language, which is unbelievably common in the workplace. We all look to place blame, but situations like these are only de-fused in a blame-free environment. Make sure right away that you've both got your facts straight--is this a difference of style or strategy, or is there really a misunderstanding that can be cleared up by each stating the facts as they know them? If you've initiated the discussion, say things like, "When you didn't follow up with that client, it made me feel like you were not interested in bringing in that business." No finger-pointing, no accusations, but an opportunity for the other person to offer his or her point of view. This is a very simple technique that has worked for me every time I've used it. It is very important, however, that it be used in a spirit of no judgment--just getting to the bottom of the behavior. You'll be surprised by the real motivations for people's actions.
Corinne Baldassano
President
Translucent Media

First of all, I find it constructive to time my comments or response so I've had enough time to let the content have less emotion for me. I usually feel pretty strongly about most topics and that passion can occasionally be misinterpreted. A statement like "that's interesting- let me think about it," or "I'm involved with another project- can we discuss this when I've had time to think about it" gives me time to devise a response that has less emotional wallop. Making a few quick bullet points for myself allows me to stay on topic, particularly in employee disciplinary situations where the tendency is to re-direct the conversation to other issues or topics. Timing can be a great ally also, especially with customers and superiors. When approaching a difficult subject sometimes it is more appropriate to shelve the topic for another time.
Mary Bennett
EVP /Marketing Division
The Radio Advertising Bureau

When dealing with a sensitive situation it is always best to stick to the facts and avoid speculation. Conclusions you draw based upon speculation rather than the facts will derail the discussion and ultimately result in failure to resolve the situation.
Kathy Stinehour
Market Manager Toledo
Cumulus Broadcasting

Before you address any problem affecting your business, identify clearly in your own mind the risks to the business or the individual of failing to address it, and the benefits or rewards of solving it. Put your emotions aside and look at the issue strictly from a business perspective--what are the causes of/reasons for the problem, what are the potential solutions? Whether you're addressing the problem up or down, remember that no one wants to fail or to be associated with failure, and your goal is to help them avoid that. Start at the lowest level that can address/solve the problem, and only if you don't succeed there, move up. In each case, know your audience: How do they deal with sticky problems? What turns them on or off? Do they need lots of facts and figures? Are they emotional? Are they impatient--will they want you to "cut to the chase"? Adapt your approach to their style. The instant you get emotional with an analytical, their eyes roll back in their heads, and you lose them.

For several years, I reported to a CEO who was an engineer...and it was truly like Venus and Mars. His style was analytical in the extreme--always working from lists, highly organized, structured meetings and discussions, chain-of-command approach, more comfortable with things than people. I'm an English major--intuitive and creative, fairly emotional, love the people part of the business, free form discussions, brainstorming. That style works for me, but it didn't work for him, and we drove each other crazy. I used to joke that he was linear and I was circular. But it wasn't funny--we wasted a lot of time and energy until I figured out that the only way to deal with him was to adapt to his style--address issues linearly, usually in writing, with clear analyses and recommendations in terms of risks/benefits to the company, no emotion. Once I started doing that, we began to communicate more effectively and work together productively. It was not only a lot more fun to come to work, but I learned from him new ways of looking at the business that made me a more effective executive.
Edie Hilliard
President
Hilliard Consulting

Some time ago I had an experience with a vendor who provided spotty service on a critical part of our operation. We're in a software/hardware business and understand the odd tendencies of code and equipment but I would get extremely testy when the service failed (again), especially when the response from the vendor was difficult to come by. It was clear that we needed to work as partners and dumping the problem on their doorstep was not going to solve the problem any better or any faster. Eventually we decided to pay twice what we were paying and upgrade to a more reliable service. The old vendor was very helpful in the transition and, when the transition was complete, he stopped by my office to comment that I had a "reputation for being a bitch but (he) understood that I was just doing what was best for my business”, and he really respected me for it. The conversation cracked me up!

Truth is, his opinion doesn't amount to much in the overall scheme of things, but he came out of the experience respecting what I do and we are on friendly terms to this day. Almost every MIW...or woman in business...I've shared this story with has had a similar conversation at some point in their career. So, do what you need to do, have a sense of humor and some compassion and don't worry about the rest.
Ruth Presslaff
President
Presslaff Interactive Revenue

Pick your battles. You can't make a federal case out of everything that you're trying to correct; some of the "little" stuff deserves "little" comments. Save your dry powder for the big battles.
Also, I almost always incorporate a sense of humor into the conversation. Some people (wrongly) believe that confrontation needs to be adversarial or negative or demeaning. I believe that if you are direct and fair with people and keep the judgment out of the conversation, the confrontation gets the desired results. A calm, rational approach always works best. Properly addressing problems head on, should have absolutely nothing to do with being a man or a woman. Good employees expect accountability, and you are the one who controls whether you come off sounding like a wench or not.
Kim Guthrie
Regional VP
Cox Radio

In dealing with a sensitive situation or meeting, I find it is extremely important to first make sure that the goals of the meeting are clearly articulated up front. For example, if it is a personnel issue, the criteria need to be outlined up front: budget review, specific performance goals, etc. This can be a big help for setting the tone of the meeting. When the meeting begins, it is important to once again review the goals of the meeting. You should be in control of the meeting so you should know in advance what you are trying to accomplish and how you want to resolve the situation. If you are unsure about the issue, emotional about the issue or angry about the issue it is your responsibility to stay as calm as possible. If you are not ready, delay the meeting until you have the information you need or get your own emotions in check.

There will be times when you are dealing with a situation where you will not have all the facts. Ask clear questions and try to avoid passing judgment. You should always anticipate the other person acting defensive since you are the person asking to meet. You must remain calm and professional. No matter how angry or frustrated you may feel, you must be firm, but not difficult. Most of the time, when someone has failed to deliver, he/she knows it. Turn the situation around and ask the individual how he wants to fix the problem. What does he need to accomplish the goals you are looking for. If you want the problem to be solved, the individual involved must take ownership of the problem and be willing to fix the problem. Explain the consequences up front so there are no surprises should the situation not get better.

Most of the time the reason we get angry is we don't know what is expected. And even if we know what is expected, we are surprised at the result. Noting should ever be a total surprise.
Do not fall into the trap that when a woman criticizes someone she is nagging. That is a stereotype. It all boils down to communication. Be clear. Be specific. Be organized. They may not like you, but they will respect you.
Erica Farber
Publisher/CEO
Radio & Records

Here’s a technique that always works when it comes to dealing with an employee who’s done something rude, offensive, or just plain stupid. I will get the employee to realize the error of his ways by flipping the incident on its head and pretending that I was the offender when dealing with my boss or corporate personnel. Let’s say, for instance, that this person had disrupted a meeting and made some offensive and inappropriate remarks directed at his colleagues or management. I will set the stage for him like this: “If I were in a meeting with my other ABC colleagues, and I disagreed with a corporate policy that was being presented to us, can you even imagine for half a second that I would wave my arms around and tell (my boss) that so-and-so is a jerk or that this idea speaks of lunacy?” Stunned, the employee will always say, “no, of course not.” Then my response is, “well, then why on earth would you think that it’s okay for you to behave unprofessionally here in this building?” Try this. It never fails.
Amy Waggoner
President/GM
ABC Radio Minneapolis

A few years ago, I had an assistant whose hearing impaired her ability to answer phones and communicate effectively with others. Telling someone that her hearing is bad is a little uncomfortable. What I did was tell her that her job required excellent hearing skills and being able to hear clearly was a needed job skill for the position she was in. Another challenge with hearing is that rarely if ever are hearing devices covered by insurance and they can be quite expensive. Since paying for the device was as much a challenge as getting it, we agreed to six months for her to get the device. With the help of financing, she was able to hear in two months, not six.

The ultimate challenge was to position the hearing skill close to a typing and or language skill...something necessary to do the job. She understood and worked for me for another two years before she retired.
Cindy W. Schloss
Regional VP/GM
Clear Channel Radio New Mexico

Situation: Employee who had a problem controlling his temper; he had a fondness for throwing equipment into the wall when things went wrong.

After several of the usual discussions about controlling his temper and offers to get him anger management sessions, I finally sat him down, told him that he was a great talent, but unless he controlled his temper he would lose his job. I told him that it was HIS decision, and if he chose to continue down the same path then the next time that he threw a fit...I wouldn't fire him...he will have chosen to leave our employ. He threw a fit and I sat down with him and told him how unfortunate it was that he chose to leave. He was stunned, but when I told him he and he alone was responsible for his actions, he got the message.

(I must say it was the only time in my career that I actually thought twice before I turned the key in the ignition...)
Mary Quass
President CEO
NewRadio Group, LLC

Over the years I've been in many difficult confrontations with employees regarding various issues. If I am interested in helping, growing, or nurturing someone and he or she has strayed from the path or made a judgment error, I make a huge effort to think about how I am going to approach the problem. I've found it takes the sting out when the approach is "we've got a problem we need to handle" instead of going directly to a critical review. I also do a lot of the talking at first so the person can absorb the information and adjust to the shock of being told something they don't want to hear. In every way possible, I try to keep the conversation from escalating into blaming others, but sometimes it helps to listen to how people are influenced by the other team members, family, and so on. And it's important that in the resolution phase, I never reveal my sources of information, as this is often fatal to the group morale. I finally ask them to give me some feedback on what they've just been told, and offer suggestions of how to "fix" the problem or the perception of a problem.

No matter what, no matter how traumatic, they should never leave the room without a consensus about solutions. There is one exception. Tears are all right in some cases such as personal tragedies or when they seem reasonable for the situation at hand. However, I have no tolerance for tears easily shed, or for effect, or to get sympathy from me and to divert attention from the discussion. My usual response to an overflow of tears is to offer a tissue and ask the person to return when they are in more control and we can address the problem more effectively. Unfortunately, this occurs mostly with women, very rarely with men, so it's doubly important to instill in the women the importance of dignified self-control in a professional setting.
Caroline Devine
Regional Vice-President/Market Manager
Cox Radio Houston

SITUATION:
One of the services that RAB offers to our members in major markets, or in hub markets, is training in the use of our Tools and Services, and most importantly, how to monetize these. In addition, we are frequently commissioned to do custom seminars for our members. In these cases, we work closely with a point person to do a custom Needs Analysis, so that we can tailor our presentation to the needs of the station, cluster or region.

CHALLENGE:
"Time Poverty" often raises its ugly head, and on the day of the Training Seminar, at times the Manager is too busy to sit in on the training. The result is that the sellers may learn new tools, services, techniques, and trends with which the Manager may not be familiar or aware. That can decrease the impact and value of the training because the most effective training is that which is reinforced and put into practice immediately and frequently.

The challenge: How does one convince these over-worked Managers that participation is time well spent, and that they will increase their level of credibility with their staff?

SOLUTION:
We try to take a multi-step approach with the Managers. First, we gently remind the Managers that their presence at the training reinforces to their staff the value of the training. It says "this is important, and I expect you to be paying attention and learning from this training." Second, we demonstrate the benefits to the Manager that she or he be the "point person" for determining the content. Buy-in leads to making the time for the meeting. And third, we design follow-up exercises that are very interactive between the Manager and staff. Since it requires the Manager's first-hand knowledge of what was covered in the training, this also "encourages" the manager to make the time to attend the training. The end result is that it will insure that there will be a better content retention by everyone.
Lynn Anderson
Senior Vice President / Training
Radio Advertising Bureau

I have found that sometimes an organization hires an outside consultant because a majority of mid-level or top decision makers has recognized that something is amiss and they seek an objective viewpoint. Either the middle managers blame their bosses and feel unable to get the support they need from above to do what they want to do, or the executive suite has some understanding of what needs to be done but doesn't have the time or tools to convince the people who own the problem what difficult steps must be taken to solve it. In group dynamic situations like this one, it's often easier to hire a consultant than it is to take the step everyone acknowledges is really needed. That way, no one has to accept responsibility for the problem and yet when results don't change, everyone can blame the consultant for also failing to fix things.

I have found that the greatest challenge in my business is the clear communication it takes to achieve a consensus on what needs to be done and then following that up with agreement from everyone in the chain of command on which actions will be taken on what timeline.
This process normally begins in a board or conference room in a large group meeting. But it simply can't end there or very often nothing really happens except for the appearance of action. I try to get the entire group to agree what must be done - and when - so that everyone knows what everyone else expects to occur. Then, it's important to meet individually with people who can help solve the problem and listen to their individual perspective. Define the gap between where they are and where they want to be.

Often, each individual sees small but real impediments to bridging that gap that were not considered by the larger group. If small incentives can be created across the entire organization with small personal payoffs, it is quite often possible to create within the organization a positive momentum that rejects reluctance to deal with difficult issues and people and instead recognizes positive change. When this starts to happen, success as defined by the group begins to come into view. Magic starts to happen! There's nothing more powerful than the momentum of a group of people who can see clearly where they are going and the most direct route for getting there. Problems or people can seldom stand in their way.
Jaye Albright
Partner
Albright & O'Malley Country Consulting/RadioIQ