Every leader must understand that improvement does not mean asserting dominance or showing frustration. Improvement is about enabling team members to become better, improving their character, their attitude and their approach to work. When your correction harms rather than develops, you have failed as a leader, regardless of whether you were right about the mistake or not. Leaders must know that the goal of reform is improvement, not humiliation. The leader is not correcting anyone to prove how smart he or she is and how incompetent the team members are; The leader is doing right because he sees potential in them and he wants to help them reach it.
One of the most successful football managers in history, Sir Alex Ferguson has a unique way of managing his players. Ferguson was famously known as the “hair dryer treatment” in football. It's an intense, up-close critique that leaves players in no doubt about their own shortcomings. But here's what people often miss: Ferguson knew each player intimately. He knew who could handle public criticism and who needed a private conversation. He knew when to challenge and when to encourage. His players never doubted that his improvements, no matter how dire, came from a desire to make them better. David Beckham, Roy Keane and Cristiano Ronaldo are players who have experienced Ferguson's demanding standards. They talk about him with reverence because they knew he was making them, not breaking them.
When a department head calls someone careless, stupid, incompetent, or lazy, he is not describing their behavior but attacking their identity. And when you attack someone's identity, they stop listening to your message. They come into defensive mode. All their energy goes into “How do I fix this?” Becomes focused on. “How do I protect myself from this person?” Microsoft CEO Satya Nadella talks about the concept of “growth mindset” versus “fixed mindset.” In a growth mindset, mistakes are opportunities to learn. In a fixed mindset, mistakes are evidence of permanent inadequacy. When you call someone names, you are reinforcing a fixed mindset. You're telling them, “This is who you are, and you can't change.” Name calling will never improve anyone.
It is not a good leadership quality to correct a team member only to humiliate them publicly. In fact, it is one of the most destructive things a leader can do. Public correction serves one purpose: to make an example of someone. And while you may think you're sending a message about standards to the rest of the team, this is what they hear: “If I make a mistake, I'll be shamed.” The result is not high performance; It is a culture of fear, concealment and self-protection. Leaders should follow the principle of “praise in public, criticize in private.” Dignity matters. When you deprive someone of his dignity in front of his peers, you cause a loss that is difficult to repair.
There is no justification for a reform that discourages a person. If your correction makes someone feel worthless instead of motivating them to improve, then you have not led, but you have harmed them. And it is easier to cause damage than to repair it. When former Xerox CEO Anne Mulcahy took over, the company was on the verge of bankruptcy. Mistakes were everywhere. Strategic mistakes, operational mistakes, and financial mistakes all abound. Mulcahy could have spent her time blaming and demoralizing those responsible. Instead, he spent his time uniting people around a turnaround plan. He addressed problems directly and honestly, but always with the message: “We can fix this together.” That approach restored confidence throughout the organization and ultimately saved the company.
The tone of your message of improvement is also important if the goal is to help a team member develop. You can say the same word in two different voices and get completely different results. “We need to talk about this mistake,” she said with genuine concern, starting the conversation. The same sentence said with disdain and sarcasm slams the door on the conversation before it even begins. A harsh word can sap encouragement, while a supportive approach can build a bridge of trust. Creative feedback is similar to the nutrition of a plant. Too much sun can scorch, while too much water can drown. Leaders must strike a balance, providing feedback that is clear but thoughtful.
Alan Mullally at Ford held regular, one-on-one business plan review meetings where issues were raised clearly but without finger-pointing. Leaders pointed out problems, but the focus was on solutions and support. The result was transparency, collective problem-solving, and the rebuilding of an organization under stress. Ultimately, reforms should instill confidence. When people are treated with care, specific guidance, and the belief that they can improve, they are more likely to take responsibility, innovate, and remain loyal. When correction becomes a means of insult, you not only lose the moment, but also future discretionary effort. Rebuild man, don't harm man. That simple principle distinguishes great leaders. Use improvement to build competence, courage and commitment.
Oluwole Dada is the General Manager at SecureID Limited, Africa's largest smart card manufacturing plant in Lagos, Nigeria.
