Dealing with resistant senior executives in HR. How can you navigate feedback discussions effectively?

Navigate feedback discussions with resistant senior executives by being respectful, presenting data-driven insights, and focusing on shared goals and solutions.

Self-Awareness: Reflect on your own biases before the meeting. Consider your past experiences and how they might influence your perception. Focus on Facts: Frame feedback using data and objective metrics. Avoid subjective language based on personal opinions. Multiple Perspectives: Gather feedback from diverse sources (peers, subordinates) to create a more well-rounded picture. Present a data-driven narrative, not just your own viewpoint. Open-Ended Questions: Encourage the executive to explain their perspective. Actively listen and ask clarifying questions to understand their underlying concerns and any potential blind spots.

Jürgen Habermas stresses communicative action aimed at mutual understanding, establishing trust, setting expectations, and ensuring all parties feel heard. Wittgenstein's idea that "the limits of my language mean the limits of my world" highlights the impact of word choice on perception, while Austin's theory of speech acts emphasizes language's performative nature. Offering support involves empathy and constructive advice, aligning with Carol Gilligan's ethics of care. Following through on commitments is vital for trust, demonstrating genuine investment, and reinforcing feedback's value. Encouraging reflection promotes long-term development and self-awareness, transforming feedback into a process of growth and mutual understanding.

Para lidar com executivos seniores resistentes em discuss?es de feedback, comece entendendo possíveis vieses e preparando um ambiente confortável para a conversa. Escolha palavras cuidadosas, focando em comportamentos e impactos específicos. Ofere?a suporte e recursos para ajudar a implementar o feedback e siga adiante com a??es e check-ins para garantir o progresso. Incentive a reflex?o para ajudar o executivo a ver o valor do feedback e alinhe-o com seus objetivos e da organiza??o.

Refer to specific instances rather than using absolutes like "always" or "never." For example, "In the last two meetings, you arrived late" instead of "You are always late."Focus on Patterns: If addressing a recurring issue, focus on the pattern without using absolutes. For example, "I've noticed a pattern of late arrivals over the past month. Clearly describe the specific behavior and its impact. For example, "When you interrupt during meetings, it disrupts the flow of discussion and others may feel their ideas are not valued."

Navigating feedback discussions with resistant senior executives requires a strategic approach. Start by building rapport and understanding their perspective. Use data-driven insights to support your points, making the feedback more objective and less personal. Frame the conversation around shared goals and the overall benefit to the organization. Practice active listening and show empathy, addressing their concerns directly. Be concise and focus on specific behaviors and outcomes rather than personal attributes. Finally, seek their input on solutions, making them feel involved and valued in the process.

dealing with resistant senior executives in HR requires patience, empathy, and a thoughtful approach to feedback discussions. By approaching these discussions with a positive attitude, being prepared and organized, framing feedback in a specific and actionable way, and providing ongoing support and guidance, you can effectively navigate feedback discussions with resistant senior executives and help them to improve and grow in their roles.

The fact that they are resistant means that convincing them is not a realistic goal. You should still try to convince them on your idea, but don't consider it a failure when they aren't sold. Rather, your goals should center on your own behaviors. You can't control the outcome.