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What do you do if your team is resistant to receiving feedback?

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Facing resistance when giving feedback is a common challenge. You're not alone if you've experienced the silent eye rolls or outright objections from your team. It's crucial to understand that feedback is an essential tool for growth and development, but it can also be perceived as criticism, which is why some individuals may resist it. The key is to approach the situation with empathy and to use the right strategies to encourage a more receptive environment. Motivational interviewing, a counseling approach that involves enhancing a person's motivation to change, can be particularly effective in this context. By applying its principles, you can help your team members understand the value of feedback and become more open to it.

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Summer Britt

Human Resources Business Partner | DEIBA, Strategic Leadership, Executive Coaching, Full-cycle Employee Management|…

1 Assess Readiness

Before diving into feedback, gauge your team's readiness to receive it. This involves understanding their current state of mind and emotions regarding their work and performance. If they're feeling defensive or stressed, they might not be in the right headspace for constructive criticism. Use open-ended questions to explore their feelings and listen actively to their responses. By showing that you care about their perspective, you can create a more conducive atmosphere for discussing areas of improvement.

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Summer Britt

Human Resources Business Partner | DEIBA, Strategic Leadership, Executive Coaching, Full-cycle Employee Management| Supporting mid-size companies 500 to 1200+
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In general, giving feedback to someone can be as uncomfortable as receiving it; having humility is helpful. In my experience, knowing how someone would like to receive feedback in advance is key. In addition to tone, be authentic and clear about the intention of the feedback. Pair the feedback with support and increased trust may be a happy consequence. Communication style is important. For example: Someone who is a direct communicator may be more receptive to direct feedback (assuming there is self awareness and a growth mindset). Cultural influences are also considerations. In some cultures it is disrespectful to give feedback, especially to positions in authority. Agreed that timing is a substantial consideration and kindness.

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2 Build Trust

Trust is the foundation for any effective feedback process. If your team doesn't trust your intentions or doubts your competence, they're likely to resist your feedback. To build trust, consistently show that you're on their side and that your feedback is meant to help them succeed. Share examples of how feedback has positively impacted your own professional growth or how it has led to tangible improvements within the team. This transparency can help demystify feedback and position it as a tool for success, not a punishment.

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Summer Britt

Human Resources Business Partner | DEIBA, Strategic Leadership, Executive Coaching, Full-cycle Employee Management| Supporting mid-size companies 500 to 1200+
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A very powerful way to create space to give feedback is to first solicit feedback. Once you receive the feedback put it into action, not only will your vulnerability show your team that you trust them enough to ask, it shows that you trust yourself; they will likely feel heard and become more curious about your thoughts. Another super simple action to build trust on your team is to keep your word. Follow-up when you say you will, if you drop the ball, take responsibility and acknowledge that you’re out of integrity with your timeline. Owning how you show up models positive work behaviors and can inspire others to do the same. No one is perfect and when you aren’t afraid to show that, trust ratings go up.

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3 Use MI Techniques

Motivational interviewing (MI) techniques can be particularly useful when dealing with resistance. MI involves collaborative conversation to strengthen a person's own motivation and commitment to change. When providing feedback, use reflective listening to show empathy and validate your team member's feelings. Avoid confrontational or directive language, which can increase resistance. Instead, ask permission before giving feedback and use a guiding style to help team members explore their own goals and how the feedback aligns with achieving them.

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4 Encourage Ownership

For feedback to be effective, your team members need to take ownership of their development. Encourage them to set personal goals and identify areas where they want to improve. This self-directed approach makes them more likely to be receptive to feedback that aligns with their aspirations. When they see how the feedback can help them achieve their goals, they're more likely to embrace it rather than resist it.

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Summer Britt

Human Resources Business Partner | DEIBA, Strategic Leadership, Executive Coaching, Full-cycle Employee Management| Supporting mid-size companies 500 to 1200+
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Yes and are they clear about the expectations of their role and their level of authority? One of the biggest barriers to owning areas of improvement or feedback is having too much ambiguity within any given function. The prerequisites to owning anything is knowing the scope and understanding how much authority the person has to authorize or approve anything within the process or the task. Another barrier to ownership is when said person either doesn’t have the resources or the trust from their leader or colleagues in the day-to-day to actually take ownership. Having an ownership mindset alone is not enough to encourage ownership, teams must also create the organizational climate which is necessary to see the path and build upon it.

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5 Provide Specifics

When giving feedback, be specific and focus on behaviors rather than personal characteristics. General comments like "you need to be more proactive" can be interpreted as personal attacks. Instead, provide clear examples of actions they can take, such as "initiating project updates without being prompted demonstrates proactivity." This specificity helps team members understand exactly what is expected of them and how they can meet those expectations.

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6 Follow Up

Finally, feedback shouldn't be a one-time event. Establish follow-up meetings to discuss progress and address any ongoing concerns. This shows your team that you're committed to their growth and that you see feedback as an ongoing dialogue rather than a one-off critique. Regular check-ins also allow you to adjust your approach based on their evolving needs and responses.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Greg Moran

Healthcare Operations Leader | Patient Care Innovator | Penn State Enthusiast
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Utilize the Situation-Behavior-Impact (SBI) framework. This method involves providing specific, nonjudgmental feedback that is focused on observable behaviors rather than personal characteristics. Start by clarifying the situation where the behavior occurred, describing it factually, and discussing its impact objectively. Additionally, adopt a partnership model to foster trust and openness. This involves engaging team members in a dialogue rather than dictating changes, encouraging them to share their strengths and learnings from their experiences. By focusing on development and inclusion, you create a supportive environment that encourages receptiveness to feedback, facilitating growth and improvement across the team.

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What do you do if your team is resistant to receiving feedback?

1

2

3

4

5

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7

1 Assess Readiness

2 Build Trust

3 Use MI Techniques

4 Encourage Ownership

5 Provide Specifics

6 Follow Up

7 Here’s what else to consider

Motivational Interviewing

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What do you do if your team is resistant to receiving feedback?

1

2

3

4

5

6

7

1 Assess Readiness

2 Build Trust

3 Use MI Techniques

4 Encourage Ownership

5 Provide Specifics

6 Follow Up

7 Here’s what else to consider

Motivational Interviewing

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