What do you do if you receive constructive criticism as a consultant?

Reality is that constructive feedback is rare. Here’s how it work in real life. 1) ZERO feedback - yes, technically it’s mandatory for managers in projects give feedback, but no amount of changes in Workday will help because 80-90% of “busy people” will never write anything to workday (or other Feedback system), it’s you who be punish when they “forgot” to write feedback, 2) Revenge feedback - often Workday and other tools are used as “weapons of revenge” when you hurt some precious ego they will write anonymous feedback, 3) Neutral feedback (if you would be promoted CAL would have your new rate approved with client many don’t want to do that (because cheaper competitor or other economic reasons so you kept on same level because profit)

The worst thing you can do as a consultant at first is to give away your power. What is power here? Your silence shows that you are listening carefully, which is power. Look straight, without showing any feelings in their eyes. Let them talk out everything and finish what they have to say. Respect them and keep calm.

In normal situations, everybody can stay calm and show respect; it's not a big deal. When you stay calm and don't react to everything and every little issue, you will show your abilities and also have high EI (emotional intelligence). When you stay calm, whatever you have to say will be essential to being heard.

What is the kind of criticism you are receiving? Is it due to a mistake you made? If so, you have to accept the venting. At the end acknowledge your mistake and work on a course correction. Is it due to miscommunication or misinformation? listen to the venting, identify mentally the errors. but do not react. When the matter has cooled, state that there's a mistake but suggest meeting when things are calmer. If you aren't at fault and the criticism is unfair. Do not react. Mention that you disagree and are willing to clarify and present your case at a different date and time.

When analyzing feedback, notice that you are a separate person from what is done as a job and cause conflicts. You are valuable, and no one can underestimate your personality, but we are discussing the project or a part of it. Stay away from what must be done emotionally. Being responsible and sensitive about the job is essential, but it shouldn't get you involved in emotional damage.

Sometimes, one might get involved so emotionally in conflicts that he loses his temper and cries. Don't be like that for good. Stay focused, be aware of what is happening around you, and ask as many questions as you need to understand the subject thoroughly. If you are the type that is sensitive to crying that easily, please take this seriously and talk to an expert, like a psychologist, to solve your issues. Nothing is more important than your mental and physical health.

You don't have to respond immediately. Take your time, gather your thoughts, stay focused, and ask for feedback from your network and peers. This way, you not only show that you care about the progress but also send a signal that you are taking your job seriously.

Feedback is a gift. It allows for continuous growth. As a consulting, you should be seeking feedback often. Take some things with a grain of salt, but listen to hear what is going on and if there are any themes. Self-reflect. Implement change.

Lean in!!! Be thankful, listen and dive deeper with exploration questions, take key notes and finish the meeting with a concrete 3 step action plan to turn negative feedback into positive results. In the end actions are still louder than words.

In addition to listening and growing, one also has to consider the motivation of the person providing feedback. Sometimes a client is not ready or willing to hear what a consultant might say. Reflect, discern, listen, but also consider others' credibility in their feedback.

From the book “the Oz Principle”, I learned how to give and receive feedback. This book based on the story Wizard of Oz was part of a company wide culture building initiative while I held the role as a CEO. The simple habits include: 1. Feedback is a gift. It's not whether you agree, it's about taking it away and reflecting on it to improve. 2. If receiving verbally, listen attentively and be aware of self body language, and say “ thank you for your feedback”. I personally never respond to feedback till I've reflected on it for a day. If constructive feedback, I ask for further dialogue to understand more and asking “what would you do in my shoes” builds client trust. Few ask for advice. I deploy a survey tool to gather ongoing feedback.