What do you do if individuals resist feedback and avoid challenges in a growth mindset?

Motivational Interviewing is an excellent tool when dealing with someone's resistance to change. We want to roll with the resistance, knowing that ambivalence is often a part of the change process.

So many times we can assume it is these things: fear of failure, misunderstanding the purpose of feedback, or feeling that their competence is being questioned. I like to start with a "can you tell me more about why this feedback isn't sitting comfortably with you?" I want to get their actual reason behind it. By slowing our pace down, hearing what matters to them, acknowledging their view point, we create the OPPORTUNITY for growth. Meet them where they are at!

To support change in someone else’s behavior requires the person to feel connected and empowered through that process. They need to feel safe and trust within the relationship and trust that through the process they will be able to maintain the opportunity to have their needs met. Consider ways you or your company do/could provide empowerment and connection opportunities that support growth through feedback. Are there regular meetings? Are there opportunities for feedback up and down? Is feedback a normal part of the relationship? How often does feedback include praise? If goals are being set, does the individual have opportunity to identify/contribute also?

Doing my research before you show up to facilitate makes a huge difference in the quality of the experience for everyone. It can be as simple as a conversation on the phone with each participant in advance to understand what they want and how they want to be understood.

Delivering feedback should be a two-way street. If you give, you should ask to receive. Beyond that, I personally believe that it's important to be genuinely curious about how the person you're giving feedback to is feeling about the feedback at the time. Help them acknowledge the emotions they have tied to the things you're sharing. That will provide BOTH of you with a deeper understanding of the source focus area.

Feedback should always be a dialogue. If we start our feedback conversations by asking a question about what happened and the impact it had, we may find we're pushing at an open door. Many individuals are self-aware enough to know when they have a development need. Language matters too so make sure you're naming the behaviour you want to reinforce or modify, rather than labelling it with your own interpretation.

My experience as a consultant is that creating safe spaces for open discussion, emphasizing confidentiality and respect can foster dialogue. Actively listening to stakeholders' perspectives, encouraging diverse viewpoints through open-ended questions. Facilitating interactive workshops and meetings to promote collaboration and brainstorming. Utilizing feedback channels for continuous improvement and maintain transparency by sharing relevant information. Leading by example, demonstrating effective communication behaviors and constructive conflict resolution. These strategies create an environment conducive to successful change implementation.

Fomentar el dialogo. Autentico. Fomentar y practicar la escucha. Fomentar la practica de la generación de un contexto, que facilite la conversación. Pactar tiempos. Comenzar con conectar con la otra persona antes de comenzar a tratar lo central de la conversación. Escuchar, escuchar, escuchar. Practicar mis preguntas. Ejercitar la empatía y tener clara su diferencia con la simpatía.

When working with groups or individuals, I abide by the premise that we all have 3 basic rights 1. To know specifically what is expected of me. 2. To know how I'm doing. 3. To have the opportunity to improve. If we don't take the time to agree (rather than set) expectations, we don't really have the right to deliver developmental feedback. Again, look to self first.

In setting expectations, asking “Is it fair to expect…?” and/or “Are we in agreement that…?”, and writing them as part of the process lan following the goal and agenda in the meeting or event, you get but-in and can refer back to these pints verbally and visually!

People are busy, barely finding time for all the work they need to do. They'll get the feedback usually because someone else is instigating it. So, reflection time is a tricky one. It also doesn't look like work and so if the environment favours looking busy then people may feel weird taking that time out. There could be resistance. However, it's a critical part of learning and that really needs to be impressed on them. Plan - Do - Review. Without the review (reflection) the learning doesn't happen. Things stay the same. So, supporting reflection time and helping people build it into their regular schedule is key. Helping them understand that it is a valid and important use of their time. Talking also about your own reflection time.

As a leader, regular self-reflection on leadership skills involves assessing strengths, weaknesses, and areas for growth. Evaluate communication, delegation, and decision-making effectiveness. Regarding diminishing resistance, reflect on how well you listen to team concerns, clarify expectations, and provide support. Continuously seek feedback, adapt approaches, and lead by example to foster trust and openness, ensuring alignment with team goals.

As an office manager, it is crucial to have objective self-reflection and learn a lot at every given moment. Asking questions, adapting approaches, being independent, and trustworthy, and excellent support for all my colleagues.

Giving and receiving feedback can be challenging. To prepare for crucial conversations, keep these steps in mind: - Build trust with your teams to facilitate difficult conversations. - Keep communication lines open to ensure all crucial conversations are productive. - Emphasize the benefits of feedback as a mechanism for growth and improvement. - When receiving feedback, practice genuine empathy by listening carefully to the other person's perspective. - Be approachable and open to feedback from your team.

Una herramienta simple de comprender, la cual leí y luego la ejercite; (Gracias @AlvaroGonzalezAlorda) es la de preparar la conversación teniendo en cuenta dos ejes. La EMPATíA y la ARGUMENTACIóN. Es decir, para una conversación inspiradora trabajar en generar el contexto previo a la conversación y durante la misma, escuchando, preguntando y haciendo sentir al otro con ganas de conversar y conectar. Sobre la argumentación, es muy importante llegar a la conversación preparado para tener toda la información posible con hechos y datos que acompa?en a lo que quiero comunicar. Lo que agrego pero creo que lo pongo dentro del eje de la empatía es a la escucha. Es una parte central de la conversación. Una escucha amplia, verdadera y abierta.

Modeling an appropriate response to feedback is important and useful. Ask the group to give you feedback about something you have designed, written, or done. Then listen actively and ask questions to go deeper. Be curious rather than defensive. Many people have no good examples to emulate when it comes to giving and receiving feedback.

Modeling an appropriate response to feedback is important and useful. Ask the group to give you feedback about something you have designed, written, or done. Then listen actively and ask questions to go deeper. Be curious rather than defensive. Many people have no good examples to emulate when it comes to giving and receiving feedback.