What do you do if an employee is resistant to constructive feedback?

Understanding the root cause of resistance is pivotal before giving feedback. Reasons vary between fear of failure, trust issues, low self-esteem, or personal challenges. Empathize with your employee, showing genuine interest in their perspective to reduce defensiveness. Inquire about their preferred feedback style, expectations from you as a leader, and current challenges. This fosters rapport and aids effective communication. #Feedback #LeadershipDevelopment #EmployeeEngagement

Understanding an employee's resistance to feedback is crucial for effective leadership. Resistance often stems from emotional triggers or past experiences that can overshadow the feedback's intent. By taking the time to understand these underlying factors, leaders can tailor their approach to be more empathetic and supportive, fostering a culture of open communication and continuous improvement. This personalized approach not only mitigates defensiveness but also strengthens the leader-employee relationship, which is fundamental for successful team dynamics and individual growth.

I can't expect someone to be transparent and open with me if I am not leading by my own example. When I feel resistance, I open up more, share situations where I got constructive feedback and how I it affected me, what I did about it and was it a right or a wrong approach, and why. Building trust with your team is a constant effort, and it starts with the leader being transparent, communicating the importance of trust and demonstrating it constantly and consistently, when your team feels they can tell you anything, they will not push back on constructive feedback, but know it's coming from the right place and ask you to help them be better and work on it.

If an employee is resistant to constructive feedback, it's essential to approach the situation with empathy and patience. Start by understanding their perspective and concerns. Communicate the benefits of feedback for personal and professional growth, emphasizing that it's a two-way dialogue aimed at mutual improvement. Use specific examples to illustrate points and offer actionable steps for improvement. Encourage open communication and create a supportive environment where feedback is seen as a learning opportunity rather than criticism. If resistance persists, consider involving a mediator or coach to facilitate constructive conversations.

When you are doing the root cause analysis, also consider the delivery of the message and the context in which the feedback is being provided. In my experience, if you have a solid foundation of trust with your employee it will be easier to find the root cause but it will also be easier to implement your countermeasure plan.

The time and place for giving constructive feedback can’t be understated. I’ve had to give feedback and have been on the receiving end of it, and I can tell you that sometimes the environment, timing and delivery make all the difference. If someone has been working around the clock on an exhausting project - maybe give breathing room and schedule time earlier in the day perhaps at the end of the week so that the person is alert and focused but can also take time to process/marinate over the weekend. Also make sure to give feedback privately and not on a team meeting or in front of others where someone might feel insecure or “called out”.

I am a big believer and try to do all my reviews in person, as I know human connection is essential. Below are a few helpful tips. Avoid giving feedback when emotions are running high or during stressful situations. Wait until both parties are calm. Don't ambush someone with feedback unexpectedly. Give a heads-up so they can mentally prepare. Choose a private setting free from distractions and interruptions to allow for full focus. Opt for a neutral location. Make sure there is adequate time set aside, not a rushed 5-minute conversation. If in-person isn't possible, a video call allows you to pick up on body language cues better than audio-only.

This is directly tied to finding the root cause of the resistance. The time and place of the feedback is always a factor. You should also consider the cultural context from your employee's point of view, and what they deem "appropriate" for that time of conversation.

Choosing the right timing and setting is crucial for feedback to be effective. Avoid moments when the employee might be too stressed or distracted. Opting for a calm, focused environment, like a scheduled private meeting, ensures they're more receptive.

In my experience, you have to be specific but (more importantly) you have to be action oriented. The feedback has to be specifically tied to a behavior or a situation, but it also has to be complemented with suggestions on how you AND your employee can improve his/her performance in the future. You have to make sure that your employee quickly transitions from the problem to the solution, and they see you are committed to their success.

In a nut shell, find out what works best for them. You can try to figure out why, but really the most important part is moving forward and understanding what works for that individual. My advice is to invest some time with the employee, maybe even out of the work environment (over coffee), and give your observation on the behaviour you have seen, and ask what would work better for them when it comes to feedback? As long as you are coming from a genuine place of trying to support, then this adult-to-adult approach should yield good results.

If an employee resists feedback: Focus on Behavior: Address specific actions needing improvement. Provide Examples: Illustrate feedback with clear instances. Stay Objective: Maintain a neutral tone. Use "I" Statements: Express observations without blame. Encourage Reflection: Prompt self-assessment. Offer Solutions: Collaborate on improvement strategies. Reinforce Positivity: Acknowledge progress and strengths. Provide Support: Offer resources and coaching. Follow Up: Monitor progress and provide ongoing guidance.

In this context, I try adapt how I share my feedback by saying something like: "I'd like to discuss the XXX behavior I've observed and how I can support you to modify (or correct in some cases) this behavior".

For feedback to be effective it needs to be a two way street and you should always make the recipient a part of the solution - asking them how you can support them/do better but also not criticize them and then tell them what has to happen but ask what they think and if they have suggestions. They might have a different perspective and by sharing you can bridge gaps and they may be more receptive if they feel heard.

You and your employee have to remember that this feedback is based on your point of view, and because of the inherit nature of humans, it will be influenced by both conscious and unconscious biases. Thus, you need to make sure there's a dialogue and an alignment on what behavior need to be corrected, how it will be corrected, and what your role vs. the employee role will be. And then you take action. Just make sure that you define clear goals and KPIs so you can measure the success (or failure) of your actions.

Handle employees resistant to constructive feedback with empathy and patience. Describe the specific behavior you see/hear and the impact it's having on the team, your clients, or others. Next, ask questions. The only way you'll be able to move past the resistance is to find out why it exists. Engage in a two-way dialogue, allowing employees to express their perspectives and concerns. Offer support and guidance and encourage them to set a goal for improvement. If they are unable to provide their own goal, you can do so ensuring expectations are clear. Set a date for follow-up and celebrate any progress that you see.