How can you give constructive feedback to employees with different personality types?

I am not a fan of any classification system that funnels all people into one of a few “buckets.” Versions of this have floated in and out of corporate America for decades. I recall a time when I worked for a major global hotel company who invested God only knows how much into the “Who Moved My Cheese” book and it’s philosophy. They hired an army of professional trainers to do in person sessions with all corporate employees for 2 days. 24 months later almost no one could recall anything about it except that it took 2 days. Employees are humans. Humans are people. Each person is unique . Tap into your own humanness and adapt your feedback that feels like you are doing the best you can for them, you and the company.Try to listen, try to care.

Giving feedback is an Art. In my experience it starts with trust, empathy and understanding. Within the organisation I am part of, BSG, we refer to the 'Potential to Performance' triangle. There are 3 vital areas, the first being CLARITY - once someone knows "What is expected? What does 'done' look like?" they are empowered to make the choice to develop the CAPABILITY required to success. The 3rd part is WILLINGNESS, do I have the desire and will to strive for performance excellence? Once this is known by self and shared with one's ecosystem (those close to the individual's behaviour and performance), then the opportunity to ASK for incremental concrete feedback is almost a natural part of the relationship.

Although being aware of one's DISC assessment is useful towards better understanding tendencies in behaviours, I would encourage everyone to NOT treat it as a holy grail that has all the answers. The best way to truly tailor feedback is to cultivate psychological safety so that feedback giver and receiver can negotiate the best way to deal with feedback. Sample questions to discuss: What time of the day do you prefer to have our feedback session? Do you prefer to first talk about it or first to read about it? How long would be best for our session to last?

In my experience, each individual is unique and hence any feedback should be handled with deep mindfulness. Let the feedback be encouraging and empathize. Let it also push people to do better - every small step towards betterment should be like an achievement.

To give a feedback , one needs to build a trust factor in. The feedback should highlight strengths initially and address value addition to work on the basis of the strengths . Then one can offer constructive criticism on weak areas of the employee .Knowing the personality type will certainly help the employer to analyse the why of behaviour or attitude . The language should be simple , straight and t the one should be professional . understanding an employee's personality and value systems will help easy adaptation to the changing expectations of the organisation

Only when we are different in our personalities and temperaments can we have real success in our organisation . Our feedback should not based on our expectation of our employees towing our lines and likes . Hence when we deal with a person with dominating personality , one has to place suggestions while respecting their views . Since they are aggressive , one has to use simple straight tone .

Provide clarity and precision in feedback. Where possible using quantitative data to justify. Celebrate wins, provide opportunities for growth with stretch and challenge. Where providing actionable feedback, discuss where this can be demonstrated and implemented. Be sure to follow up.

Importante complementar que o feedback para um Executor precisa ser dado de forma direta, para que n?o tome muito do seu tempo. é importante ser dado periodicamente e, n?o precisa vir junto a um elogio.

As someone who has been labeled a high D under the DISC model, I can corroborate the approach of respectful, direct, fact based feedback without a lot of fluff is most likely to resonate. Come to me with too many words, fuzzy subjective examples, or equivocation and it's game over.

Also, when speaking to a Dominance personality provide actionable examples of the improvements you are suggesting. They are a verify group of individuals who are interested in facts and resent speculation or preferences. They can be your strongest allies when the entire picture is presented because of their acute attention to detail.

N?o economize nas palavras para esse feedback, use experiências próprias para gerar rapport, fazendo com ele se sinta parte de algo, esse perfil gosta de intera??o e longas conversas.

The influence kinds can work better on feedback when there’s more encouragement , motivating words and inspirational real life or personal stories are valued for more challenging tasks . Harsh criticism will make them give up .

El temor a la retroalimentación, tanto en la entrega como en la recepción, es sin duda un desafío significativo en el entorno laboral. Estoy completamente de acuerdo en que la creación de una cultura empresarial donde el feedback se perciba como una herramienta fundamental para el desarrollo personal y profesional es esencial.

Be direct yet compassionate when providing feedback to the Influence personality type. Use positive words that uplift and so they are aware that you recognize and support them as a valuable member of the team. The direct part comes in when you give clear direction and set expectations that are verbalized as well as reiterated in a follow up email. Talk about learning and growth and even if mistakes are made, attempt to frame them in a positive perspective as a learning experience.

Word selection, not wordsmithing is important to remember with an Influence personality. They are laser-focused on the intent behind the feedback. Because of their relational style, they are willing to form working alliances when necessary to improve individual performance, accomplish tasks, or generate process improvements for the benefit of the team. This personality type also likes to understand all the details behind the decisions. Unlike the Dominant personality who is more direct and concise in communication and feedback preference.

1. Approach with Care and Empathy: Acknowledge their strengths and create a positive environment. 2. Focus on Collaboration: Ask for their input and frame feedback as a team effort. 3. Be Specific, Actionable, and Gentle: Offer concrete suggestions while avoiding harsh criticism. 4. Emphasize Growth and Development: Highlight how feedback can benefit them in the long run. 5. Choose the Right Time and Place: Opt for a private, distraction-free space to discuss openly. 6. Be Patient and Encouraging: Understand they may need time to process and implement changes. 7. Celebrate Successes, Big and Small the key is to approach feedback with respect, understanding, and a focus on shared growth. Happy guiding!

Recognize and commend their demonstrated consistency and reliability, pivotal attributes in the context of human capital development. Simultaneously, foster a culture of adaptability and change, underscoring the importance of embracing evolving paradigms. Articulate compelling reasons and delineate the tangible benefits associated with incorporating recommended adjustments.

En casi todos los equipos de trabajo, se encuentran personas con diversas características y destrezas , las PAS (personas altamente sensibles) como lo describe la Psiquiatra Marian Rojas “ son personas que sienten demasiado” y usualmente son tan detallistas en la entrega de sus resultados como sensibles a la hora de recibir un feedback; por ello es clave propiciar mensajes y actitudes que les garanticen la estabilidad requerida en su esquema de personalidad. Algunas recomendaciones para abordar con este tipo de colaboradores , son: - Dise?ar la estructura del mensaje en positivo. - Evitar alteraciones en el tono o enfatizar en palabras que se?alen errores. - Permitir que la otra parte exprese cómo se siente al finalizar el feedback.

Es vital recordar que la retroalimentación no es solo una crítica, sino una oportunidad de crecimiento. Cuando se enmarca de manera constructiva, puede transformarse en una poderosa herramienta para inspirar y motivar a los equipos. Un feedback efectivo debe ser específico, empático y orientado a soluciones, lo que permite a las personas entender cómo pueden mejorar y qué pasos concretos pueden seguir.

Seja empático e educado! Exponha os pontos de melhorias com clareza para haver interpreta??o errada e valorize sua capacidade de planejamento e execu??o no tempo correto.

Es crucial que tanto líderes como empleados desarrollen habilidades para dar y recibir retroalimentación. Esto incluye escuchar activamente, mantener una mente abierta y aprender a separar los comentarios personales de los profesionales

Demonstrate the utilization of their inherent strengths as powerful tools for problem-solving and process optimization. Recognize and affirm their wealth of expertise and knowledge, concurrently establishing transparent objectives and expectations. Provide insightful feedback on their advancements and outcomes, maintaining specificity and objectivity. Uphold a deep respect for their individual perspectives and methodologies, refraining from making unwarranted assumptions or passing judgment.

Have you facts and spreadsheets to hand. These logical people just won’t listen or believe you without logical backup. Plan ahead and try and anticipate every question they may ask.

Prepare different types of “evidence” to suit their job role and learning style for the feedback required. For example graphs, visuals and reports evidencing factual, objective feedback.

Seja pontual e detalhista! Mostre exatamente os pontos de melhorias e elogie os pontos fortes. Por serem os perfis perfeccionistas, gostam do reconhecimento, pois foram minuciosos para entregar o melhor resultado.

No matter what personality types you manage, always make sure that your feedback is (a) impersonal (focusing on the tasks and outcomes as opposed to personalities of your employees), (b) constructive, and (c) developmental in nature.

Whichever personality type you're giving feedback to, it's important to start from a place of trust. If the employee or coachee don't trust you and don't believe you are speaking with their best interests at heart, they may not accept what you have to offer. It's also important to remember that, while you may give feedback, it's still up to the other person to decide what to do or how to action that feedback. Feedback can sometimes be only one side's perspective on the other person.

Para dar feedback te recomiendo las siguientes sugerencias: 1.- Céntrate en los hechos, no en las opiniones. 2.- No te metas con la persona sino con lo que sucedió. 3.- Pregunta con amabilidad por qué sucedió eso 4.- Pregunta cómo podemos solucionarlo 5.- Pregunta qué compromisos puede tomar la persona ahora.

In addition, or as an alternative to DISC, I'm a big fan of Myers Briggs personality types, which give me a better understanding of how a person will perceive the information I share. Knowing someone's type can help me frame what to say: some want to know what they need to do to perform a specific task more accurately; others want to know how what they're doing fits into the larger strategy. I recently read an informative article that used the term "advice" instead of "feedback." Having worked in an environment where "feedback" was used as a weapon, I much prefer one in which advice is offered in the context of teamwork, support, and assumed good intent from all.

-Focus on the behavior you want changed. -Avoid infinitives such as " You always...." or "You never..." - Provide the behavior you want to see rather than the wrong behavior. "Hold onto the football tight." Rather than "Don't fumble."