Lucy, the constant critic of Charlie Brown in the comic strip “Peanuts,” is one of my favorite characters because she always says exactly what is on her mind.

Peeved at Charlie, she told him in one strip: “You are a foul ball in the line drive of life.”

She is just as tough on her little brother Linus.

“Why are you always criticizing me?” Linus asks Lucy.

“Because I just think I have a knack for seeing other people’s faults,” Lucy says.

“What about your own faults?” replies Linus.

Without hesitation, Lucy answers right back, “I have a knack for overlooking them.”

Criticism, even when offered as a helpful suggestion, is often unwelcome. It’s hard to accept that your efforts are unappreciated or fail to meet expectations.

One of my favorite sayings is, “No one ever kicks a dead dog,” which means you have to be doing something to get criticized. My point is not to take criticism personally. When a coach or a friend or a boss is criticizing you, it usually means they really care, and even though it may not feel like it, they want to help you.

According to an old saying, “Criticism is something you can avoid easily — by saying nothing, doing nothing and being nothing.”

Obviously, that isn’t an option for anyone who wants to be successful in business or as a leader. Good leaders are active, and their actions frequently put them out front. Of course, that often draws criticism.

Even when it is meant to be constructive, criticism is sometimes difficult to deliver effectively. When you have to correct a mistake or improve an employee’s performance, it is essential to get your message across without creating bigger problems.

Before you offer any criticism, think about what results or changes you need. Telling an employee, “You were totally ineffective,” may be accurate, but it doesn’t communicate what your expectations are. Your goal is to correct the problem, so you must think through what the employee needs to do differently.

Employees need to know exactly what they did wrong in order to improve. Explain the problem in precise terms: “You didn’t bring the right equipment, which meant you took longer than necessary to complete the work.”

Point out mistakes and problems, but don’t dwell on them too long. Then start talking about how the employee can improve.

When an employee’s performance improves, make a point of recognizing it. Reinforcing improvement will reduce the need for you to revisit the problem.

Ted Engstrom tells a story about a group of bright young men at the University of Wisconsin, who were aspiring poets, novelists and essayists. They met regularly to read and critique each other’s work in sessions that became progressively more contentious. So merciless were their criticisms that the members of this exclusive club called themselves the “Stranglers.”

The women of literary talent in the university started a club of their own, which they christened the “Wranglers.” They also shared their work with each other, but the criticism was softer and more positive, even encouraging.

Twenty years later, an alumnus of the university did a study of the successes of the Stranglers as opposed to the Wranglers. None of the Stranglers could claim any significant literary accomplishment. The Wranglers boasted six or more successful writers including Marjorie Kinnan Rawlings, who wrote “The Yearling.”

The talent and education levels were comparable, so why the difference? As Ted concluded, the Stranglers strangled, while the Wranglers highlighted the best, not the worst.

Mackay’s Moral: Constructive criticism should always build up, not tear down.

Harvey Mackay is the author of the New York Times best-seller “Swim With the Sharks Without Being Eaten Alive.” He can be reached through his website, www.harveymackay.com, by emailing harvey@mackay.com or by writing him at MackayMitchell Envelope Co., 2100 Elm St. SE, Minneapolis, MN 55414.