Answer boss's criticism as if it were true

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Q. I recently received a performance evaluation from my boss. He began this review by pointing out the things he thinks I do well and then went on to tell me the one thing that he thought I did poorly. The problem is not that he said that I have one area to improve in, but rather that I disagree strongly with his opinion. In fact, I believe that aspect of work has not been a problem at all. He said that I do not always meet deadlines and that I have been late at times with reports. I asked him to give me an example of when I had done this poorly and he said he couldn't think of one at that time. I could see that I was making him uncomfortable by pushing for an explanation, so I stopped asking. Do you have any suggestions for dealing with such an unfair and frustrating situation?

A. I once had something similar happen to me and although it was many years ago, I can still remember being stunned by a statement in my performance review that I perceived to be untrue. After the meeting with my boss I went back to my office and just sat there seething about this error in judgment.

This is a tough one, so let me share with you the wisdom I learned from a friend in whom I confided about your situation.

He said that this boss clearly thinks highly of you. He gave you a great review except for one area in which he believed you needed to improve. If he chose to tell you about a problem, it is because that is the way he really sees the situation.

It doesn't matter if you think it's wrong or even if it really is wrong. What matters is that it is his perception. If you do not begin to act like it is your reality, you will lose your previous good relationship with your boss. He went on to say that the only way to react was to behave as if this criticism was true. He asked me how I would behave differently if it were an area where I agreed with the criticism, and then recommended that I proceed to do those things.

In your situation, it would mean behaving in ways that would demonstrate to your boss that you heard and understood that improvement in meeting deadlines was needed and you were acting on that recommendation.

Examples of what you might do differently are:

Consciously work to get reports filed in advance whenever possible.

If you are dropping off a report on his desk or with his secretary, try handing it to him in person.

Whenever you e-mail or deliver something on time be sure to ask him for a response, even if it is just to let you know if he needs anything else on this matter.

If you have generally done things on time and have not seen any reason to draw attention to that fact, now you should begin doing that. An example of this would be to get your budget to the controller on time, then make a point to mention to your boss that the comptroller really appreciated getting your completed department budget early this year.

In about three to four months, ask your boss if he has seen an improvement in your efforts to meet deadlines on time or in advance.

Thank him for noticing.

A. Have you ever heard of the "warm body syndrome," where managers fill jobs with whomever is available at the time and later deal with the negative consequences if or when they occur?

I don't know exactly what you are looking for, but the standards you and your boss are using to determine the right employee may benefit from a fresh look. Sometimes we have an ideal picture in our mind that may be unrealistic in the current job market or at the salary you are offering.

Assuming that you have placed ads in the appropriate places, including Internet sites, then you should continue to run these and add a few new resources. One of the best sources for new employees is your company's current employees. Offer a referral incentive bonus to all employees, not just your department employees, that will cause them to take notice, such as $1,000 or $1,500. I suggest paying this bonus to the employee who referred the candidate in two steps, half at the completion of the new employee's first three months and the rest at six or nine months.

When compared with the cost of advertising or employment agency fees, it is a very cost-effective resource for potential candidates for your openings now and in the future.

Another suggestion is to include your star employees in the hiring process. Great performers often understand the job requirements and what type of person is most successful in that job a whole lot better than we managers do.

There's an expression in recruiting: Hire long and fire short. It means take as long as necessary to hire the right person and take a short time to decide to fire the person you realize is wrong for the job.

In the meantime, arrange to retain a couple of temporary employees or contract employees to lighten the load and the pressure. This should be done simultaneous with your continued search.

The temp to perm arrangement has become quite popular with both employers and employees because both parties have a chance to try it out with each other. Many recruiting companies have now incorporated this type of an arrangement into their fee structure to accommodate the growing desire for such a temp to perm arrangement.

The Department of Labor estimates that turnover costs a company 33 percent of an employee's total annual compensation. Therefore, a $50,000 a year employee who leaves will cost the employer an estimated $20,600.

Simply stated, although it's really tough now, in the long run my advice is similar to your boss's, which is to wait for the right person.

A. One of our greatest fears in seeking help through a company-sponsored program such as an EAP is that our conversations with the professional counselor they provide may not be confidential. Two other common concerns are finding the available time necessary to arrange these counseling sessions and the possible cost.

As her manager you can provide her with helpful information that may increase the likelihood of her taking advantage of this employee benefit.

Talk with her about what you know about the EAP, its commitment to total confidentiality, that it is free to employees, and that you will accommodate her schedule to those EAP meetings.

A productive way to assist her is to provide information and awareness of her situation. At this time in the process, she is the only one who can decide what to do with that data and encouragement.

Linda J.Lerner is an executive coach and a human resources consultant to small businesses and individuals. She can be reached at linda@lernerconsulting.com.

E-mail questions to jobdoc@globe.com or mail to Job Doc, Boston Globe, Box 55819, Boston, 02205-5819.