How can you encourage your team to accept constructive criticism?

Setting clear expectations is okay but more important is to tune their personality to accept criticism in a positive way. Demonstrate how they can learn quickly if they’re open to accept criticism and ready to work on it. Closing the door of feedback only leads to being stagnant and less evolved as a person.

Es importante que los integrantes del equipo sepan de adelanto sobre que puntos se va a conversar, que sientan que son libres en expresarse, que entiendan que las criticas son para encontrar o realizar un cambio y que habrá un ambiente de respeto durante la sesión. Así cada uno podrá aportar sus puntos de vista con confianza, lo cual hara que todos se involucren y al final se pueda llegar a un entendimiento. Crea un ambiente de libertad, respeto y confianza hara que el equipo este abierto en respetar los puntos del otro, aunque no compartan con ello, ya que lo importante es llegar a un entendimiento.

Setting clear expectations is crucial for effective leadership and constructive feedback. As a leader, you must ensure your team understands the goals, performance metrics, and standards expected in their roles. This clarity not only guides their work but also provides a framework for understanding feedback. Involving team members in setting their own objectives fosters a sense of ownership and accountability, making them more receptive to feedback as a pathway to achieving these personalized goals. Clear expectations coupled with collaborative goal-setting establish a solid foundation for open communication and continuous improvement.

On point, but what would that SOUND like when having this conversation? What if you can hold them accountable at any time & accept constructive feedback without resistance, in the moment? To do so, create an Accountability Partnership. "What I want for you is to honor your values, goals & priorities. To ensure we both achieve our goals, let’s create an accountability partnership. Any time you or I aren’t honoring our values or fall into any poor, toxic or damaging behavior that can impact our relationships, productivity, personal brand & goals, we both have permission to directly point this out to each other because we know our intentions are positive when calling out each other in the moment. Are you open to creating this partnership?"

This is very important. To set your expectations right in the beginning. The parameters of evaluation should be made clear and i believe even before a manager shares his insights, the employees should rate themselves on those parameters and then the comparison should be made between boss' ratings and how they rated themselves. If both the reports are in sync that means a great team is on the table.

Aqui lo primordial es no tener miedo en expresar lo que uno siente y quiere compartir, para así mejorar o realizar cambios en el equipo. Uno debe plantear claramente con ideas y presentar posibles acciones a ser realizadas, para así alcanzar los objetivos planificados. Esto deberá ser expresado en un tono amigable, que invita a la union y compartir. Además uno tiene que expresarse con respeto hacia los presentes, dándoles el espacio a que puedan aportar sus puntos de vista y así llegar a un entendimiento.

I know it's historically accepted to some degree that improvements can always be made to anything, to any performance, but in scenarios where your teams pulled out extraordinary milestones, please take the time to do one full meeting of positive feedback. Avoid "it was great, but..."; it can leave the team or the group feeling frustrated and that their efforts are never enough. Be direct and measurable when needed, but also commend and reward and take the breather for that to internalize.

While giving constructive criticism, focusing on specific and factual behaviors is necessary to help team members understand how to act upon the feedback, and how their actions impact the bigger picture. Generally, when people feel appreciated for what they do well, they are more open to constructive criticism. A great place to start is taking the time to celebrate small wins and recognize behaviors and actions that contribute to the team's success.

When delivering constructive criticism, specificity and balance are key. From my experience, pinpointing exact areas needing improvement, backed by examples, makes feedback actionable and clear. It's important to avoid generalizations or personal judgments, which can be demoralizing. I also make a point to acknowledge what's being done well. This balanced approach not only provides a clear path for improvement but also reinforces positive behaviors and achievements. It's about fostering an environment where feedback is seen as a tool for growth, not just a critique of performance.

The two key things are the manager’s delivery and the employee’s willingness to grow. My approach to delivering constructive criticism is to first remove emotions. It’s tough to hear what you need to work on, but it’s necessary for growth. I lead this conversation with specific examples of missteps, current and potential outcomes of said missteps, and recommendations to improve. If an employee disagrees, they have every right to ask questions. It’s also important for employees to have the emotional maturity to realize constructive criticism mostly comes from a good place. They should receive the feedback without feeling like there’s a personal vendetta against them.

Gallup says only 26% of employees feel the feedback they receive helps them do better work. The effectiveness of feedback greatly depends on when and where it is given. I suggest these steps: ? Choose a time when your team members are most receptive. Avoid times of high stress or end-of-day fatigue. ? Opt for a private, comfortable space to ensure the conversation is focused and free from interruptions. ? Gauge the emotional state of your team members. If they're already feeling overwhelmed or frustrated, it might not be the best time for critical feedback. ? Make feedback sessions a regular and expected part of your team’s routine, so they are perceived as a normal, constructive part of professional development.

There are certainly wrong times for delivering constructive feedback and criticism. But be aware, that there is never a right time ?? Sharing from my experience, I follow a simple framework: – I pick a suitable time, but never too far in the future. "Let's talk on Monday" sent on a Friday is a recipe for emotional disaster. – It's difficult to guess when team members are stressed or distracted, so the simple solution is to ask. – I prioritize straightforward communication. The popular "praise, then criticize" approach often feels like building up tension for a big incoming hit. So instead, I simply share my observations about their behavior. It's never about the person's identity or their value to the team. Just about improvement.

Es de suma importancia que uno conozca a cada miembro del equipo de cuando se siente tranquilo y cuando este se siente estresado, preocupado. Esto hara que uno tenga en cuenta el momento en el cual uno puede conversar con la persona, para así esta este de ánimos en escuchar y comprender lo que uno esta expresando. A la vez permitirá que la persona pueda también expresar su punto de vista y así llegar a un entendimiento, logrando así cuidar y mantener el bienestar del equipo.

My personal opinion, feedback should always be one on one. I'm still following the old way of doing things by "giving praise publicly, giving feedback privately" ???

Critics and feedback (or, my favorite, a feedforward) are to be given privately, with the person who needs to hear. And not pointing fingers, but offering a hand. Praises, in turn, can be offered in public, for everyone to see and hear. But in the proper dosis. ;-)

En toda comunicación debe estar presente la escucha activa, la cual hace que uno pueda comprender lo que la otra persona esta expresando y así uno puede aportar su opinion o realizar preguntas para tener mas claridad y entender mejor lo expresado. Cabe destacar que para que la escucha activa tenga efecto, los presentes deben mantenerse en silencio, respetando así el derecho de expresarse de la persona que esta hablando. Al tener presente el respeto se abre el espacio a que la empatía este presente, lo cual hara que la comunicación sea mas clara y sincera, logrando así crear confianza.

Criticism as such isn't accepted at all by anyone, majority, for that matter. Some or very few MAY take constructive criticism that too when they are HEARD. People are criticized mostly in failed situations. At that juncture, any feedback or criticism would be counter productive only. Hence, I would suggest, it is important we ONLY listen and empathize at that juncture. However, a little later, some feedback and constructive criticism can be shared which can help in the long run.

I think it's really important to differentiate between the issue in question and the people as persons. In my experience this is not often the case by default, and that's why it helps to say it out loud.

One thing that I believe strongly is that any feedback or criticism (even if it is meant constructively) needs to take place in an environment of safety. By safety I mean, the team member needs to feel that they are not constantly being evaluated or monitored and that challenges are understandable, even integral to learning. If there is no basic safety in the work environment, any feedback or constructive criticism can be experienced as a threat or warning. Empathy is key. Identifying the role each of us play in the collective success or failure of an outcome. Emphasizing the goal and celebrating each person's contribution towards the goal allows us to give and receive feedback with empathy and trust.

Incorporating listening and empathy into giving constructive criticism is vital. It's not just about conveying your perspective but also understanding theirs. After providing feedback, ensure there's space for team members to respond or ask questions. Active listening and acknowledging their emotions and efforts demonstrate genuine care beyond their work performance. This approach fosters a supportive environment, encouraging open dialogue and mutual understanding, which is crucial for effective team dynamics and personal growth.

Las criticas no son solo problemas, sino situaciones que incomodan y hacen que el equipo no funcione al 100%. Es por ello que hay que expresarlas abiertamente y buscar encontrarles soluciones para que se pueda realizar cambios, para así tener un ambiente mas unido y productivo. Para ello el plantear un plan de acción hara que cada miembro sea responsable en realizar una tarea, además hacer y mantener un seguimiento a cada acción acordada, para así llegar en alcanzar los objetivos deseados. Mantener un equipo unido donde cada uno se hace responsable de cada acción realizada, hace crecer la confianza en el equipo.

If you’re the person giving constructive criticism, it’s important that you’re also taking on the responsibility of helping these individuals come up with solutions to address the feedback given to them. By doing this, you’re ensuring that the person has actionable steps forward and is clear on what needs to happen in the future. This helps to make the conversation more solution-focused versus focused on the negative.

More than the critics themselves, it's important to point directions and alternatives for fixes and improvements. A "feedforward" (looking ahead) approach, I think, is much more useful than a simple feedback (retrospective oriented) approach.

Something I usually share to my team about feedback : "Don't take feedback personally or emotionally, but rather as an opportunity to learn and grow". After sharing a feedback, usually I dig deeper in order to Analyze the feedback objectively and identify the key points, themes, and actions. Always ask them to reflect on what they did well, what they can improve, and how they can apply the feedback to their future work or projects.

Criticism is constructive only when it is followed by an action plan to overcome the deficit. If the leader shows no intent to offer suggestions on course correction, the entire exercise goes in vain. The team would not have any takeaways from the criticism and may end up loathing it instead.

Never forget that the mantra is: ”praise in public, critique in private”. Furthermore, “the tone makes the music”. The way you deliver criticism should have the right tone but also, reasoning why what you’re critiquing needs criticism, basically what was wrong; remember the person what you expected (set clear expectations beforehand) and outline a path/way of doing it better and offer your support to help the person achieve it. Having said that, it’s also important to know your audience, the person you’re critiquing. Some people chase feedback and constructive criticism to help them grow, while for others, this may demoralise them. So knowing them will help you know how to deliver it and help them accept it as something positive.

Adicional a todo lo expuesto es bueno que los valores del equipo sean compartidos y vividos, manteniendo así la confianza y el respeto entre todos. Los valores hacen que prevalecer la tolerancia y que haya libertad en que cada miembro al momento de sentir que algo no esta bien, pueda expresarse, para así analizar el origin de la situación y así entre todos encontrar una solución. Toda critica es bienvenida siempre y cuando esta sea para mejorar y cuidar el bienestar de todo el equipo.

Why Feedback matters? “Feedback builds accountability and ownership!” Your star players want to know the truth, so they can perform even better. Feedback should be used as a tool for engagement, promotion and encouragement. How do you approach a feedback session? Best way is to do both publicly and individually based on the circumstances. Never delay a conversation as this wouldn’t help. If the team needs to enhance their performance, this should be a collective responsibility and addressed publicly. However, if you have to provide a constructive criticism to a team member, do this in private. This way the person receiving the feedback on a 1:1 won't feel intimidated.

Make it part of the process, this will reduce any stigma associated with feedback, e.g.: during project updates, staff meetings, retrospectives, etc.

Stop calling it “constructive criticism” ?? Nobody likes to be criticized and neurodivergent Folx (like those with ADHD) often suffer from RSD (rejection sensitivity dysphoria). Instead, cultivate a culture of continuous improvement and feedback. The purpose of feedback is to: A) create awareness B) encourage a change or a continuation. If your feedback is not achieving both of these goals, you’re doing it wrong.