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How to Criticize; How to Praise

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How to Criticize; How to Praise

Properly done, telling people how they
are doing can be a powerful management tool.
It can be disastrous when done wrong, or not at all.

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A fundamental responsibility of all managers and supervisors is to give feedback to subordinates.

Unfortunately, most of us are not as effective as we should be in this important area.

The purpose of this seminar is to show participants how to give and receive criticism and praise.

Brian Rawson, MBA

Why supervisors don’t praise

  • Eight reasons why supervisors don’t give the praise they should


When not to praise

  • Ten situations where praise will not motivate


How to praise effectively

  • Six major differences between effective and ineffective praise
  • Seven tips from ‘The One Minute Manager’
  • Eight powerful guides for giving praise



  • How to do it



  • How do I react to criticism?
  • What are my present abilities?
  • Why do I criticize?
  • What changes do I have to make to be able to learn from criticism?


Benefiting from criticism

  • How to view critical remarks
  • How to respond to critical comments
  • How to encourage constructive criticism
  • How to save face when someone criticizes you in front of your employees


Destructive vs. constructive criticism

  • The essential differences between destructive and constructive criticism
  • Seven things that make feedback useful
  • How to recognize whether a statement is constructive or destructive


Criticizing effectively

  • Why is criticism so hard to give? The elements for successful criticism
  • Fifteen guidelines for giving criticism that changes behavior
  • A model for giving criticism that works in any situation
  • What to criticize



  • Opportunity to reformulate negative and destructive criticisms that will change behavior

“I have always had a great experience with the staff and the classes that I’ve taken. The fact that I’m encouraging my supervisor to enroll all mentors in my department displays my satisfaction with all aspects of the program. I spoke to the President and VP of our company about the development of our mentoring program. One suggestion that I had was to enroll our mentors in your programs.”

Michael Sly, Foley Equipment, Topeka, Kansas

“This particular class was above excellent…If I was an Executive I would mandate all of my managers and leaders to participate in Dr. Belt’s class because it was tremendous.  I look forward to completing my Certificate with CMD.”

Lazerrick Young, Portfolio Recovery Associates, Hutchinson, Kansas

“I greatly value the information that Dr. Belt shared with the class.  I hope that as I practice these new skills it’ll be helpful to others as well as myself.  The stories Dr. Belt shared, helped to put meat on the bones of class material.” 

Philip Lutz, Maintenance Manager, Catholic Care Center, Wichita, Kansas

“Good information, great process. Dr. Belt was very well prepared and very knowledgeable as well as very entertaining!  Felt I got great information, enjoyed the networking as well.  Great value.”   

Geni Woody,  First National Bank of Hutchinson, Hutchinson, Kansas

If you work with employees, staff, and or project teams, this class will help you communicate better and build a strong relationship with your team, while motivating each member.

If you have been told either by your employees, peers, or supervisor, that you are harsh, critical, and non-empathetic, this class could get you on the right track to be a strong supervisor/manager.

Please feel free to contact me with any questions.  Paula.Seiwert@wichita.edu

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