Your team under fire? Here are 3 ways to approach it with care

Fast Company

5 hours ago

When your team is criticized, how you respond can make all the difference. As a leader, it's no secret that you need to support your team and stand up for them. However, many managers still stay silent when their peers, or their own superiors, criticize a person on their team in meetings.
At the same time, some managers may hesitate or feel uncertain about how to defend their team. But if you, as the direct manager, won't oppose arguments about your team, who will? Here are three practical ways to go about your next conversation when your team's work ethic is questioned.
RESPOND, DON'T REACT
I know you might feel protective of your team, but don't be too quick to defend them without knowing the full story. There are two things to keep in mind in your response when you face situations like this.
First, your team member's reputation within your peer group takes a hit, which could impact their future opportunities. Second, the person is unaware of what happened since they weren't in the room. When you react haphazardly, you risk undermining your own leadership and making the situation worse.
Assess the situation first and never, ever jump to conclusions. Great leaders have sound emotional control. Remind yourself that you're not expected to solve the problem right there and then, and you shouldn't feel pressured to do so. Listen to the entire feedback, even if it feels unfair or incomplete, and stay calm.
At the same time, it's not good to hear criticisms and just be completely silent. Make them feel heard and ask questions that uncover context. Create space for dialogue and gather the full story.
Here's how you can open the conversation:
'Thanks for sharing that with me. I wasn't aware of the situation, but I appreciate you bringing it up. I'd like to better understand what happened—can you walk me through exactly what was said or done, and how it came across in the room?'
(Listen, then follow with:) 'That's helpful context. I'll speak with [team member] privately to hear their side as well and see what might have contributed to the misunderstanding. If needed, I'll circle back with you so we can figure out how to move forward together.'
INVESTIGATE BEFORE YOU DEFEND
Now that you know the side of your peers or superiors, it's time to do your due diligence before deciding on anything. Be the one to initiate an investigation. Give as much time to hearing out your team members the same way you did the other party.
Focus on gathering facts rather than lecturing your team. Ask questions that clearly tell you what happened, what they were trying to do, and how they think it came across. You're only there to understand, not point fingers. As today's generation says,'We listen, and we don't judge.'
You should also check in with everyone involved, as they can help fill in the gaps, confirm details, and uncover different perspectives. After all this, you can make your observations.
It could be a simple misunderstanding, an error in communication, or even just complete negligence, but whether you need to offer feedback, provide coaching, or clear up a misconception, your response will carry more weight because it's grounded in fairness and facts.
By handling things fairly and taking the time to hear everyone out, you earn respect as a leader who doesn't take sides but just focuses on understanding the issue and finding the right solution.
BE CONSISTENT IN PUBLIC AND PRIVATE
Your team shouldn't question where you stand. If you stay supportive behind closed doors but stay silent in meetings, it sends mixed signals. Real leadership is about showing up the same way—whether your team is in the room or not.
Consistency builds trust. It tells your team that you have their back, not just when it's convenient, but when it counts. If something needs to be addressed, do it directly and constructively.
But if the situation calls for clarity or defense, don't hold back either. They're not looking for blind loyalty—they're looking for fairness that doesn't waver depending on the audience.
YOU SEE WHAT OTHERS DON'T—SPEAK TO THAT
As their manager, you have a front-row seat to their growth, challenges and everyday effort. When criticism arises, you can offer what others can't: the full picture.
Bring in context your peers or superiors might not know—what the person was trying to achieve, the constraints they were working within or improvements they've made recently. This doesn't excuse poor performance, but it adds depth to the conversation.
You might say: 'I understand the concern. I'd like to share what I've observed from my end because there's more to the story.'
When you offer that kind of perspective, you help people make better decisions. And your team learns that you won't just sit quietly while others form opinions without the full view.