To effectively give performance feedback to a resistant team member, begin by highlighting specific positive observations to create a constructive atmosphere. Use clear, behavior-focused language to address areas for improvement, avoiding personal critiques. Encourage open dialogue by asking for their perspective and inviting solutions, which fosters a more collaborative environment. This helps reduce resistance and promotes a productive conversation.

Handling performance feedback in this way fosters a culture of trust, continuous learning, guidance, knowledge improvement and open communication. It also helps resistant team members feel valued rather than alienated.

Feedback should never just be focused on what the employee is doing wrong. Don't just bring complaints to them. Ask them if there is a concern within their home or work environment that is causing their focus to slip. Treat them like a human, not just a cog in the corporate wheel. And in return, ask them for their feedback for how the team or company can improve their expectations so this person no longer feels hostile or overwhelmed.

Handling a resistant team member during performance feedback requires a thoughtful and prepared approach. Begin by creating a supportive environment, emphasizing that the feedback is aimed at growth, not criticism. Use specific examples to illustrate performance gaps, focusing on behaviors rather than personal traits. Ask open-ended questions to encourage the team member to reflect on their own performance and share their perspective. Be patient and listen actively to their concerns, validating their feelings while maintaining focus on the issues at hand. Offer actionable steps for improvement, and ensure that the conversation remains respectful and solution-focused throughout.

Neste tema, vejo que é importante, voltarmos alguns passos atrás e entender que um membro resiste a um feedback quando o gestor n?o tem uma comunica??o aberta e frequente. N?o espere para dar feedback de desempenho só em momentos de avalia??o, mas crie um ambiente, uma rotina e uma frequência semanal, quinzenal ou até mensal, ou seja, n?o deixe o liderando muito tempo sem feedbacks. Quando se mantém uma proximidade e abertura de conversas com o liderado, essa resistência tende a diminuir e o feedback se torna mais fácil de se conduzir. Líder, coloque na sua agenda momentos de feedback e cumpra o seu compromisso. Se você n?o definir prazo e frequência a sua tendência é esquecer, devido a rotina que lhe consumirá.