How can you provide feedback to a client with a fixed mindset?

Often, clients with fixed mindset aren’t aware that they are. They push the advice under the pretext that they disagree with your suggestion, that they are entitled to have their opinions because they are experienced as well. For those, it is better to provide them with “tools” to analyse themselves, to be their own judges, while filling them in with values and criteria they need to measure against. A so-called self-assessment, while you are coaching them discretely. It needs more than using straightforward techniques, and while it contains complex styles to reach that switch to change in their fixed mindset, it is also simple as managing a smart youngster with solid pride, it delights them to call it loudly, Eureka! I got it by myself.

In my experience - the way the a person feels receiving the feedback depends largely on the space from which it is given. If the person sharing the feedback has a lot judgements in his / her inner space - the receiver can sense it. And when he / she senses it -subconsciously he / she shuts down and becomes defensive. This happens with children as well. So - one of the best ways to give a feedback to anyone is to address the emotions first. Share a feedback from a neutral non-judgemental space. This puts the person at the ease and increases the receptivity. However - this is easier said than done. To reach a neutral space non judgemental space one has to dive within and work on one’s self. Guided meditations can help.

Try to be open, if you don' change with the times, the times will change for you. Always try to make sure you are relevant.

As coaches we need to be attuned to the level of readiness of our clients. If I recognize that a client has a more fixed mindset, I should approach that without judgement but with curiosity. I work in each session to challenge their assumption within a comfortable range as to not break down the safety we've built in our relationship.

In coaching, initiating a meta-discussion about feedback can transform one's perception of feedback from a negative connotation to being a catalyst for growth. But you must go beyond platitudes, i.e., 'feedback is a gift.' Instead, use real-life stories, metaphors, and analogies. For instance, I often say, 'You can't see the full picture if you are in the picture.' This vividly illustrates the value of feedback. This perspective shift can reveal blind spots and open pathways for improvement, fostering a growth mindset. Feedback becomes a mirror offering insights and perspectives crucial for personal development, making it an indispensable tool for growth.

NO, don't do this; this is bad advice. What the sandwich method does is just help the feedback giver feel more comfortable with the actual message they want to share. It also wastes the positive thing you shared at the beginning. People just don't hear it, and they see through it. Instead, share clearly what kind of feedback you have in mind and partner with the other person. For example, you can say, "I'd like to share with you a few observations from last week's meeting. I have two observations on things that I thought went really well, and two where we could work on developing a different way to become even more effective, including some challenges. Which ones would you like to start with?" Clarity, Honesty and Partnership.

The sandwich method, while popular, should be used with caution. Some clients may perceive the positive comments as insincere if they feel sandwiched around criticism, no matter how constructive. You can refine this approach by ensuring that the positive aspects genuinely reflect the client's efforts or achievements, and that the suggestions for improvement are framed as observations and opportunities to improve...rather than deficiencies.

No. Just, NO. This method has caused so much damage. It has created a generation of workers who cannot hear positive feedback because their adrenaline and cortisol is preparing them for the hammer.

OMG, *no*. Methods like this stimulate the threat response, which turns feedback into a subtle form of conflict. There are much better methods such as SBI (situation - behavior - impact) for framing the feedback conversation.

I feel the other person can usually see through this. And the receiver might sense inauthenticity. And then - usually the receiver disconnects from the feedback. A more gentle and understanding yet direct approach helps as it establishes authenticity. Again - I feel a lot depends on the space of the person sharing the feedback. If she / her is neutral and is less judgmental of what is right / wrong or good or bad - the receiver does not feel judged. She / He is usually in a space to receive the feedback easily.

Asking powerful open-ended questions is critical for effective coaching. One of the most powerful questions I found from other well-established coaches is: "What else?" A person with a fixed mindset may be completely convinced that whatever is in their mind will remain fixed. The key is to build up to this question. First determine where the "fixed mindset" is in very definitive word/terms. Then ask, "What else?". You may have to delve deaper or provide more words to further clarify the pithy two words. However, I challenge my clients to think about the possibilities that exist beyond their current fixed mindset, even those that may be in the near or not too distant future.

I think this is very important. To create a space that helps the person explore by asking open-ended questions at the right points of times during the discussion in the right manner. Essentially - one ends up playing the role of a facilitator who is helping the person explore his / her own emotions and thoughts in a structured step by step manner. This requires a lot of patience. To be really good at this - one has to be really interested in knowing the other person’s journey. Many times facilitators assume things in the other person’s life based on their past framework. This impairs the process. When a client sees that the facilitator is genuinely interested in her / his story - he / she feels the connection and opens up.

Asking some boundary based questions can help frame the discussion. Questions that define what the client does NOT want or what they are NOT willing to change can be helpful in understanding where to go next. You can then ask about the positives of their best options and desired outcomes. This provides a wide range where things can land, with better than the worst being a great starting place for improvement.

I am a little confused, because I don't think it is the coach's job to give feedback. It is the coaches job to help the client make the best of feedback they get from others. Or of course, the coach can certainly give feedback if the client asks for it, but clients who don't have a growth mindset probably dont ask.

No. forgive me, this is not coaching. There are about 10 assumptions in those short sentences. If a coach feels compelled to share an observation like "I noticed you were hesitant" it starts with asking permission: may I share an observation? Then, make the observation and STOP. A good coach will make an observation and then ask, "do you think that is accurate?" then, if the client says, "yeah, I sometimes am hesitant", the coach can then ask - "is that something that might be worth paying attention to?" and if the client says yes, then the coach can ask "What makes it worth paying attention to? how might it matter to what you are aiming for?" and so on. Most importantly though, if the client says NO at any point, STOP.

In my experience - sharing specific examples usually does not work. The current lens and perspectives of the person come in the way. All of us have hundreds of of inner lens through which we look at ourselves and life around this. 99% of our beliefs and related lens are subconscious. And most of us don’t tap into our own subconscious space or work with it. So - we are not even aware of the existence of lens. It’s like - say - if one is wearing a yellow coloured goggles and I am not even aware that I am wearing it. The whole world will appear yellow to the person. And - no matter what - this person will believe that the world is yellow.. ..Until the yellow goggle is removed. Meditation help in removing non-beneficial lens

Crucially, as a coach, your role extends beyond giving feedback to facilitating self-discovery. By asking open-ended questions that encourage clients to reflect on their experiences and identify their examples, you guide them towards their insights. Questions like "Can you think of a moment when you felt more prepared and how that impacted your participation?" empower clients to own their growth process. This approach fosters a deeper, personal transformation, as clients are more likely to engage with and commit to change when they've played an active role in identifying the path forward. The journey of growth becomes a co-creation, with the coach as a guide, ensuring that development is both meaningful and self-directed.

I guess it is just my experience that people with a fixed mindset tend to not hire coaches. Companies may hire coaches to try to change leaders with a fixed mindset, but those efforts generally fail. The only time a leader may be willing to change a mindset is if the cost of not changing is too high. But honestly even the threat of, or actual dismissal is often not costly enough for many people.

In my experience coaching leaders with a fixed mindset it is essential to not dictate what needs to change, but to be open and objective on what success might look like should they adopt a growth mindset. In these situations, building out measurements of success and being able to support their progress or lack there of so that they can begin to view things in a different way and express the want to change their behavior. Having consistent coaching sessions that focus on the facts provide a framework to get curious with your client and instill ways that they will hold themselves accountable. It's a misnomer that coaches hold their clients accountable. The real key is finding ways they will hold themselves accountable to change.

Bear in mind that nobody is entirely fixed mindset! People are more nuanced than that so use this fact to find some common ground upon which learning can be applied. From this perspective you can help them see how fixed-mindedness is not serving them well… and then help them to see that grow-mindedness will help them move forward positively. Labeling individuals as having a "fixed" or "growth" mindset can restrict potential. It's better to view mindsets as fluid, varying across contexts. Encourage self-awareness, flexibility, and a culture that values learning and effort over innate ability. Promote adaptability and understand that capabilities can evolve, highlighting the importance of effort and strategy in personal growth.

Ah yes...definitely approach with deep empathy and understanding. By acknowledging their perspective and the challenges they may face, creates a safe space for growth. Validating their efforts and strengths fosters trust and openness, empowering them to embrace a journey of personal transformation.

Empathy and understanding are vital when providing feedback to clients with a fixed mindset. These clients often hold very strong beliefs about their abilities, which can make them resistant to feedback. Coaches must approach them with compassion, acknowledging their perspective while gently guiding them towards a growth-oriented mindset. Creating a culture of continuous learning and improvement is also key. Encouraging clients to see feedback as a chance for growth, not criticism, can reduce defensiveness and promote collaboration. By nurturing a growth mindset in both themselves and their clients, coaches set the stage for significant progress and development.

Behind that fixed mindset there are underlying beliefs, attitudes and a whole of life and socialisation that one has gone through. Have this at the back of mind. Get to understand the person and how they process change, build a rapport and relationship. Show humaness and how others struggle with thos amd start to help them work on a vision. Then step by step use a range of coaching models and strategies that will help your client. Celebrate the wins and moat important get them yo reflect on the changes and the growth and build on this as you support them to develop a growth mindset and developing positively framed outcomes.??

Drawing upon your own life experiences and sharing them authentically definitely helps us building a connect with the other person. He / she then knows that you have gone through a similar experience and can be of help. The person is more open to looking at the situation from a different lens / perspective. Sharing your own experience and a genuine curiosity to understand the space of the person helps a lot in navigating the inner exploration together.