How would you address resistance to feedback from a team member who is defensive?

Talk openly about feedback, show you understand their feelings, and focus on specific actions, not the person. Listen to their thoughts and offer help. Follow up to make sure they are improving.

Addresing resistance to fdback starts with building a foundation of trust and mutual respect. 1. ???????? ???????? ??????????????: Show understanding, making them feel heard and valued. 2. ?????? ???????????????? ??????????????: Highlight strengths before diving into areas of improvement. 3. ?????????????????? ????????????????: Ask open-ended questions, inviting their perspective. 4. ?????????? ???? ????????????: Reinforce that feedback fuels their personal and professional development.

A resistência ao feedback está relacionada a um ponto sensível de personalidade e a falta de confian?a no outro. O processo de feedback contínuo ajuda as pessoas a construirem sua auto-consciência. Conhecer a si próprio é condi??o sinequanon para abrir-se de maneira transparente ao feedback. é preciso sentir confian?a no outro para dividir e ouvir. Gerar a intimidade necessária entre as partes é de suma importancia para a conversa candida e transparente.

Um Widerstand gegen Feedback zu verringern, sollten Führungskr?fte zuerst bei sich selbst beginnen. Eine ehrliche Selbstreflexion hilft zu erkennen, ob eigene Verhaltensweisen, wie ein zu harscher Ton oder mangelnde Empathie, den Widerstand f?rdern. Durch die bewusste Auseinandersetzung mit den eigenen Reaktionen und deren Auswirkungen auf das Team, kann eine Führungskraft nicht nur ihre Feedback-Strategien verbessern, sondern auch eine offenere und vertrauensvollere Atmosph?re schaffen. Diese innere Arbeit ist der Schlüssel, um die Grundlage für ein kooperatives Feedbackgespr?ch zu legen.

The starting point is actually building a safe and mutually respectful environment where the staff can feel comfortable enough to share their feelings. This safe space is important to make the process less evaluative. Reducing elements of judgement is possible only when you have built a mutually respectful space. On the other hand, if the staff has been flooded with value-loaded statements, they may not open up and may think you aren't there to help them overcome their challenges. Even constructive feedback works only when there is intrinsic trust between the supervisor & the staff. Staff owning up of challenges and issues can happen only when they see that these are impeding their current performance and potential growth.

I recommend using the WIIFM approach- what’s in it for me. It is important to start with that adding on the intentions. Personally I believe that feedback is a gift and I invite it always as it usually helps me in seeing my blind spots, I would transmit this message as well.

Die emotionale Intelligenz der Führungskraft ist entscheidend, um konstruktiv mit Widerstand umzugehen. Wenn ein Teammitglied defensiv reagiert, sollte die Führungskraft nicht nur empathisch, sondern auch selbstkritisch sein. Ist sie in der Lage, ihre eigenen Emotionen in schwierigen Situationen zu regulieren? Der Erfolg eines Feedbackgespr?chs h?ngt oft davon ab, wie gut eine Führungskraft ihre eigenen Gefühle kontrolliert und ob sie wirklich offen für die Perspektiven des anderen ist. Ein Mangel an emotionaler Intelligenz kann die Situation versch?rfen, anstatt sie zu entsch?rfen.

Encountering defensiveness calls for clarifying the intent behind your feedback. Express that your primary objective is to bolster their development and the team's success, rather than eroding their confidence or abilities. Be precise about the behaviors or outcomes you're addressing and sidestep generalizations that may be perceived as personal attacks. Such specificity aids the team member in comprehending the feedback's pertinence, enabling them to concentrate on actionable improvements instead of feeling personally assaulted.

This is best done in a one-on-one session. Begin by expressing the positive intent behind your feedback, emphasizing that it aims to support their growth and the team’s success. Clearly outline the specific goals you hope to achieve together by addressing the feedback. This helps shift the focus from criticism to collaboration, making the team member feel more comfortable and less defensive about the feedback process.

First and foremost, create a safe space for the team member to express their thoughts and feelings without interruption. Ask open ended questions so they expand on their thoughts. By showing genuine interest and empathy, you can uncover underlying reasons for their defensiveness. Reflect on and relay back what you hear to confirm understanding, which can validate their perspective and encourage a more open and constructive dialogue.

1. Listen to yourself - Sense your feelings and needs regarding this situation. Release any tension. Set intention for your interaction with the team member. This step will give you clarity and will set the foundation for effective communication. 2. Listen to your team member - Why are they defensive? Sense their feelings and needs. Don’t make assumptions. Ask questions, listen actively, and show empathy to understand their feelings and needs. 3. After mutual understanding of feelings and needs, clearly and directly communicate your request.

They say, "Perception is reality." When a team member becomes defensive, it's often because they perceive the situation differently, whether it's the environment or the challenge at hand. For feedback to be effective, it needs to be grounded in a shared context and a mutual understanding of reality. The key to aligning these perspectives lies in listening for understanding. By actively listening, you create a space where both realities can meet, setting the stage for feedback that is not only more impactful but also less confrontational.

Beim Umgang mit defensivem Verhalten ist es wichtig, die kulturellen und pers?nlichen Hintergründe des Teammitglieds zu berücksichtigen. Unterschiedliche Perspektiven auf Autorit?t und Kritik k?nnen zu Missverst?ndnissen führen. Eine integrale, werteorientierte Führung setzt auf Diversit?t und Inklusion, indem sie Feedback an die individuellen Bedürfnisse und Werte der Mitarbeitenden anpasst. Dies f?rdert nicht nur die Akzeptanz von Feedback, sondern st?rkt auch das Gefühl von Zugeh?rigkeit und Wertsch?tzung im Team.

With remote team members, it's important to understand how to use remote active listening cues. People equate eye contact with being heard and seen as well as changes in facial expressions and perhaps slight head movements - whether in person or on video. When these vital cues are missing (as they so often are in virtual meetings) leaders feedback can be misunderstood and team members can feel unheard and invalidated.

é claro! Durante minha carreira lidei com resistência ao feedback por diversas vezes! é importante ser maduro e praticar a escuta ativa para que seu liderado entenda que o objetivo é fazer com que o mesmo cres?a profissional e pessoalmente. Primeiro, devemos ganhar a legitimidade oferecendo suporte. Em seguida, com a constru??o da confian?a, o processo de feedback e desenvolvimento será mais suave.

First check in with yourself. Did you give feedback calmly, respectfully, and with care? Or, were you judgy and emotional. Here is a challenge with feedback: when we give it, we are typically navigating our own emotional response to what happened. The recipient can sense this emotion, and the game of feelings is on. Emotions are part of the equation, but without care and intention we can get hijacked by our feelings and be led away from a productive conversation. Feel your feelings. Put them aside (at least the negative ones). Focus on clear feedback that helps the person grow. Focus on the care you might feel for their growth. Resistance is normal. But you can say and ask just about anything if you truly care.

Ask them how they prefer to be given feedback. Ensure that you give clear examples as well as outcomes. I like to call this the “what” and the “so what”. The first 1-2 times the same feedback is given it is ideal to check understanding, training or expectations are clear. ie - I have noticed that when closing out your project tasks, you are often leaving out the estimated project hours. This estimation helps us with cross referencing the total costs of projects, ensured we are more accurate with account service times and that we have enough people for the workloads we take on. Do you want to run over how to do this together? Do you feel confident that you can ensure this information is updated before closing out tasks?

Negative feedback can be difficult to internalize for anyone - Especially if the feedback is exceptionally critical. Focus on the intention behind the feedback being that of growth for the individual. Defensiveness would indicate a lack of emotional intelligence and a misunderstanding of the intention behind the feedback. Provide opportunities to both develop their emotional intelligence and strategize for growth based on the feedback.

Regularly acknowledge and celebrate milestones about growth. Even recognizing small wins reinforces positive behaviors and boosts morale. This in turn will make the team more committed to the restructuring process. Create a culture of recognition by implementing a system for peer-to-peer acknowledgments, where team members can give kudos to one another easily when they demonstrate growth. Celebrating these successes publicly reinforces a sense of achievement and unity, boosting team morale and reinforcing commitment to the growth of the team members. We used to tally up the kudos and talk about the top 3 team members who received maximum kudos from peers in a every team meeting.

Estar junto e acompanhar trás confian?a e credibilidade ao processo de lideran?a. Dar o feedback apenas por dar n?o vai resolver muita coisa. O acompanhamento mostra para o liderado que há uma busca verdadeira para a melhoria contínua! Trave a sua agenda com horários fixos para essas conversas, procurando tornar o momento leve para que os reais problemas sejam colocados na mesa. Esses follow-ups mostrar?o que você está verdadeiramente interessado na evolu??o do seu liderado!

Eine nachhaltige Feedbackkultur ist unerl?sslich für die langfristige Entwicklung eines Teams. Anstatt Feedback als einmaliges Ereignis zu sehen, sollte es als kontinuierlicher Prozess etabliert werden, der von gegenseitigem Respekt und dem gemeinsamen Ziel des Wachstums getragen wird. Führungskr?fte sollten regelm?ssige Feedbackschleifen einführen, die nicht nur auf Leistung, sondern auch auf das Wohlbefinden und die pers?nliche Entwicklung der Teammitglieder abzielen. Dies schafft eine Umgebung, in der Feedback als wertvolles Werkzeug für Fortschritt und nicht als Kritik verstanden wird.