The balance between encouragement and reprimand is the ultimate test of a manager—and the standard that distinguishes successful managers from unsuccessful ones. Only successful managers can

They can strike a balance between encouraging and reprimanding, avoid confusing the two, and know when to use each approach.

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The Difficult Balance:

Managers generally fall into two types: one focuses entirely on completing the required tasks without offering even a few words of thanks or encouragement, while another gets angry

Like a raging volcano whenever one of his employees fails to perform their assigned duties to the highest standard.

These are two extremes that require a mediator: both approaches are flawed, or will soon prove to be. Persisting with either one is simply a mistake.

وحدهم Successful managers They are the ones who can strike this balance, weigh the situation, and control their emotions so they align with the circumstances at hand.

What guides the actions and emotions of successful managers? Employee behavior, how well they perform their job responsibilities, and whether they do what is asked of them to the best of their ability.

Take, for example, what Jack Welch, former CEO of General Electric, said to his employee Jeffrey Immelt:

 “إنني أكبر مشجعيك يا جيف، ولكن هذا العام كان أسوأ أعوامك في الشركة.. إنني أحبك، وأعلم أنك تستطيع أن تؤدي

“Better, but I’ll have to fire you if you can’t fix what you’ve messed up.”

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Welch’s words reveal a great deal about management in general, as well as his ability to balance criticism with encouragement. And his only motivation for acting

that way was Jeffrey’s performance.

Of course, you won’t be surprised to learn that Jeffrey Immelt later became CEO of General Electric—and did, in fact, fix what he had messed up!

The kindest, most courteous managers must therefore be willing to become the toughest people around if they believe an employee or another is putting the company’s future at risk.

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Encouragement or Reprimands: Which One Leads to Success?

This question is like employees asking their managers, “Do you want quantity or quality?” The answer, of course, is that we want both. So the question is

حد ذاته خطأ.

What has been said about this question applies in the same way to the question we are exploring and seeking the best answers to: a successful manager reprimands

employees, praises them, and offers them words of thanks and appreciation.

But success lies not in doing so, but in choosing the right time to use praise or words of reprimand. Both are necessary and important, but in

وقته المناسب.

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Before taking either approach, don’t forget to listen:

Robert Greenleaf, a world-renowned leadership expert, once noted that “a leader can become a natural servant through the long, arduous process of learning to listen—a

process reinforced by the fact that the automatic response to any problem is to listen first.”

This means that a successful leader is neither reactive nor quick to make decisions. Above all, they listen carefully and gather all the facts about the issue they are examining before

to decide whether to praise or reprimand this employee.

The primary goal of this entire process—the strategy of praise and criticism—and القيادة the management approaches and methods it involves is to serve the company’s interests,

which also means improving employees’ abilities and developing their skills.

A manager who reprimands an employee is not trying to belittle or get back at them. Nor does a manager who praises an employee intend to show favoritism or give someone something they have not earned. Rather,

the goal is to serve the interests of both the company and its employees.