Probably “criticism” is the greatest power in the hands of an enemy. Because human beings become conditioned by a constant pattern of enforcement through repetition, frequent criticism tends to be a popular way for “control freaks” to control a good leader. A smart leader must be careful by evaluating what they hear. It’s probably a good idea to consider all criticism as a tool that can be turned into something good. For example, a person may criticize you for driving a Mercedes. However, it might be smart to examine the reasons why this person is criticizing you before you trade in your Mercedes for a Volkswagen. On the other hand, if several people have made similar comments about your car, it would be unwise to altogether ignore these negative remarks.

Image: Dylan Gillis

You may be totally destroyed if you consider every critical remark as the Gospel truth, but ignoring them is equally dangerous. It’s a good idea to have an accountability group with whom you can discuss such matters. Make sure the people in the group are objective, loving, godly, wise, and above all, have your best interest at heart. This kind of group can help you evaluate the ideas, comments, and criticisms of others within your sphere of influence.

This article originally appeared in the March 2019 issue of The Grapevine, a publication of AEGA Ministries. Used with permission.

“Criticisms are the nails which keep us on the cross dead to self.”[1] At least they puncture the soul and lodge in the memory for a long time. Few church leaders maintain any self-esteem after an executioner (i.e., critic) nails them.

Leaders fear criticism in large part because it often determines how their followers evaluate them, whether the criticism is justified or unjustified. Sometimes leaders find it simply impossible to correct misconceptions even when they are totally false.[2]

At the same time, critics can spur leaders on to success. As William J. Diehm aptly says, “Many persons have become great trying to prove to their critics that they could do what critics said they could not do.”[3] Of course, to turn criticism into a motivation rather than a demotivation requires a deep residual confidence in the leader’s own innate abilities and a determination to persevere whatever the cost.

But, for such confidence and determination to succeed, leaders need at least a minimal amount of working knowledge about a critic’s motivation. For instance, some critics only need more information. Other critics like how things have been and need time to process changes. Another group of critics feels left out of the decision-making process. A few critics are right and require only a simple confession of that fact from the leadership. The worst faultfinders simply complain about everything because they feel depressed, ignored, or powerless.[4] In any case, leaders must cope with criticism constructively by means of the appropriate philosophical and practical responses.

Constructive Philosophical Responses to Criticism

Responding constructively to criticism calls for a philosophical mindset. Leaders must learn to evaluate their own need for personal approval from critics. They must also train themselves to expect criticism. Leaders must differentiate between destructive and constructive criticism. And, last but not least, wise leaders develop an appreciation for the role of their critics.

Evaluate the Need for Approval from Critics

It is not healthy for leaders to care too much about what people think. As John Ortberg explains, “To truly care for people requires not caring too much about their approval or disapproval. Otherwise, the temptation to give their preferences too much emotional weight is almost inevitable” (emphasis his).[5] Fear of criticism robs leaders of their objectivity and courage.

How liberating for leaders to realize that they “are not the passive victim of others’ opinions! In fact, their opinions are powerless until [leaders] validate them. No one’s approval will affect [them] unless [leaders] grant it credibility and status. The same holds true for disapproval.”[6] While leaders are not able to control what people do to them outwardly, they are able to control their influence inwardly.