How would you address team members' resistance to feedback in a performance review?

Der Aufbau von Vertrauen ist die Grundlage für effektives Feedback. Als Führungskraft musst Du eine Beziehung zu Deinen Mitarbeitenden aufbauen und ihnen zeigen, dass Dir ihr bestes am Herzen liegt. Lasse Teammitglieder spüren, dass Du Dich für deren Wachstum einsetzt. Dadurch sind sie empf?nglicher für Deine Beobachtungen und Vorschl?ge. Vertrauen baut sich kontinuierlich durch konsistente und ehrliche Kommunikation auf.

Feedback resistance generally comes when there is no trust of the employee in you as a leader. Also feedback is just given twice or once a year how the company policy is then the trust further reduces. Feedback has to be more frequent probably monthly as then the employee feels I have been made aware of the issues I have had constantly. They trust you more and have ore focus and work will be on more improvement of themselves with less resistance.

Listen actively, what is the reason for missing trust in you and what is the reason they don't want to actively take your feedback. This active listening is a feedback for you and will help work with your team and people better as they may be getting feedback from 1 person but you are getting feedback from 5, 10 or 15 people in your team which can easily help improve you and your relationship with them.

Frame your feedback positively, bring a blend of encouragement and improvement which can help build them to see what is different . How you are considering the approach they had as well and providing them some solution where there was a valid mistake. Also try and support them even for some mistakes in front of a third person but still help them understand the issue later.

If you want to encourage open and collaborative performance management, in my experience, managers need to prioritise these behaviours and role model. Don’t be tempted to avoid conflict by waiting until a formal performance review to raise an issue. Keep communication very high on the agenda and when providing feedback use specific examples, data and actionable advice. Equally be open about why the feedback is happening and what needs to change. Frame the discussion as one of development, not criticism. Ask open questions to gain more understanding of their viewpoint and help them see value in the feedback. Make sure the conversation is two way and collaborative, avoid simply “telling”

The clarity of the improvement purposes can enhance the chain of communication and enable a solid foundation to accepting feedback objectively.

Follow-up and work with them, so that they feel assured that you are happy building them up and not just give the feedback but provide no resource to help improve. This will also lead to no trust. Check in on them to see they are not facing difficulty.

To decrease resistance, ensure consistent and ongoing follow-up. Enabling the employee to be aware of their performance continuously, instead of being overwhelmed with feedback during the performance review.

Encourage other peers to also help provide constructive feedback and also help provide it in a way that they are helping them but not giving all the easy answers. Build on there capabilities and share there own examples in such situation which will lead them to help build based on the experience.

Allowing support from peers, require a well-established supportive working culture and environment. Do not enforce limitations and too many restricting rules regarding communication and collaboration between employees in order for employees to have the space to support each other.