Even the word "criticism" causes a knee-jerk reaction in most people. That's because we all know it doesn't feel good to be criticized. Nevertheless, as a manager, you will be called upon to criticize the performance of others. Sometimes you even have to put it in writing.

When you have to write letters or memos of criticism to a supplier, an employee, or even a customer you have a tough job on your hands. The written word can come across as cold and impersonal especially when we are in our business-writing mode and erroneously assume we must use stiff and formal language. Criticism in this form is likely to raise the hackles of even the most reasonable person.

So what's the best way to do this dirty job with a minimum amount of cleanup required afterward? The following suggestions may help:

1. Never criticize unless there's a real chance it will do some good. Otherwise, you're wasting your breath and asking for trouble. Some people like to criticize because it makes them feel superior. Others use criticism as a form of punishment, to make the other person feel bad. Both practices are childish and a waste of time and energy. Unless you can logically expect that your criticism will produce a positive result, forget it. Save your energy for constructive purposes.

2. Criticize gently, tactfully. People are sensitive to criticism. You don't have to blast someone to get your point across. Your chances of a favorable reaction are much better if you don't. The less your criticism angers the recipient, the more likely he or she is to take it to heart and do something about it. Tactless criticism often does more harm than good.

Sometimes it's more effective not to criticize at all just point out the difficulty and ask what can be done about it. That leaves the door open for the person involved to step up, take the blame, and say what he or she intends to do about the situation. People feel a lot better blaming themselves than having someone else do it. If they don't respond this way, there's still time to write and spell out the shortcomings.

3. Praise before you criticize. Give people credit for their good points before you point our their faults. People take criticism more gracefully from someone who also acknowledges their merits. For example, suppose you're a branch manager and usually get your reports in on time. But this month you're a little late, and you receive the following note from the home office:

Your report, due on the fifth of the month, has not been received. Please send it immediately.

Wouldn't you feel a little better about it if the home office sent the following note instead?

Your reports are invariably on time what happened this month? We need it immediately.

The second note is just as urgent, but lots easier to swallow. Whenever possible, soften your criticism with praise.

4. Criticize constructively. Don't emphasize how poorly a person has done in the past. Put your emphasis on the way to do better in the future.

5. Never criticize a person's motives. Always assume good motives. Criticize the failure to make them effective. Generally, people don't think they have bad motives. Criticizing motives leads to nowhere but trouble.

6. Criticize yourself too. If there's any conceivable way you can take part of the blame for a situation, do it. People find it easier to take criticism if you also criticize yourself. It shows you don't have a holier-than-thou attitude.