We have all been there, faced with a mistake whether minor or grievous and now we need to tell the person about it.  What to do?  Yelling and screaming is tempting but is always inappropriate.  Throttling and beating are illegal.  Everybody makes mistakes.  Response to mistakes, if handled well can be turned into a learning opportunity.  It can actually enhance and help build a trusting relationship with the manager.  When next faced with this situation, consider these questions before you proceed.

1. How knowledgeable is the person?  Are they aware that a mistake was made?  Often what looks like a serious breach to you is not perceived as a mistake by the person.  Find out how she or he views the situation and explain, if necessary, why there is a problem and the consequences. 
2. Why was the action taken?  As you discuss the situation, try to understand not only what occurred, but also the reasoning and decision making involved.  This is an opportunity to learn how the person thinks and perceives responsibilities.  The ramifications of the action may not be clear to the other person.  As the supervisor, you have access to information that the employee does not; which could also explain why he/she did not perceive the action as a mistake.
3. How clear was your explanation?  Did the person fully understand what you expected?  Mistakes occur in situations where second guessing is the norm.  To prevent this in the future, explain exactly what you want and what level of authority the employee has.  Explain how to get information and which resources are available before problems arise.

GUIDELINES FOR OFFERING CRITICISM

• Distinguish between criticism and cutting someone down.  Cutting someone down erodes self esteem and worsens conflicts between mangers and employees.  Personal attacks are not only unprofessional, but can lead in these litigious times to harassment complaints. 
• When confronting a situation do not judge or generalize.  Be specific about the situation at hand and what needs to occur to remedy the problem.  Set aside your ego.  This is not a time to discuss your world view.  Criticism should not be designed to hurt the other person or increase your stature or power.  Be straight-forward, direct and objective.  Before you begin be clear about why you are doing it. 
• Be prompt about delivering criticism.  Memories fade over time, so do it while everything is fresh.  Discuss the situation as soon after the occurrence as is reasonable, but not so soon that your emotions might get the best of you.
• Support your comments rather than saying something vague like “you are never here on time.”  Provide facts and evidence such as “according to your time sheet in the last month, on these dates, you were more than 15 minutes late.”
• Consider your location.  Feedback is best done in private and with enough time to assure that a meaningful response can take place.  Five minutes before rushing off to a meeting is not ideal.  Choose a time when both of you are calm. 
• Think about whether this is really a skill deficiency.  Criticizing something a person cannot change is hard on both parties.  If this is an issue that additional training can address, pursue that route.
  
• Plan the discussion.  Rehearsing is helpful.  Consider writing down key points to help you clarify your thoughts.  This is too important an interaction to do spontaneously.

FINAL THOUGHTS

This is a two way conversation.  It is important to be a good listener and invite involvement in solving the problem.  Always stick to issues related to work.  At the end of the discussion, the next steps to solve the problem should be clear.  Be attentive and considerate.  Close your door, hold your calls and offer your full attention.  Remember to be fair to all employees and never hold a person responsible for meeting a goal that you neglected to tell them about