What do you do if your boss is resistant to feedback?

Choose the Right Time and Approach: Timing and approach are crucial when providing feedback to a resistant boss. Choose a moment when your boss is receptive and not overwhelmed with other tasks. Approach the conversation with empathy and professionalism, expressing your intention to support their growth and the success of the team.

If your boss is resistant to feedback, consider adjusting your approach to increase receptiveness. Instead of providing direct criticism, try framing feedback as suggestions for improvement or opportunities for growth. Additionally, offer examples or evidence to support your points, demonstrating the validity and relevance of your feedback. By tailoring your approach to address your boss's concerns and preferences, you can enhance the likelihood of them being open to receiving feedback constructively.

"Boss, gotta be straight with you—your performance? Not great." ???? I've encountered my fair share of underwhelming bosses, ranging from the insecure & paranoid to those who struggled with difficult conversations, all of whom could have benefited from feedback. It's a reminder that we're all human, all with areas to improve, & feedback is intended to help. Careful! We're not as adept at giving feedback as we believe. It OFTEN comes across as criticism/complaints. Start by reflecting on why this feedback is important to you and how it impacts YOU. Share YOUR observations rather than speaking on behalf of others. Also, recognize that there may be perspectives from your boss's side that you may not be aware of. Be an ally, not an adversary.

Focus on Specific Behaviors and Impact: When delivering feedback, focus on specific behaviors or actions rather than criticizing their personality or character. Be prepared to provide concrete examples and evidence to support your feedback. Highlight the impact of their behavior on team morale, productivity, or overall performance, emphasizing the importance of addressing the issue for the benefit of the team.

"Boss, you're kind of floundering in this whole boss gig, huh? Let me show you the way." ?? I'd advise against sharing feedback and immediately suggesting solutions. It's crucial to be clear about your intention in sharing feedback. Are you aiming to solve the problem? While your boss likely needs to hear the feedback, they may need time to reflect on finding solutions. There may be aspects you're unaware of, and jumping in with solutions could be off-putting. You can offer to support in brainstorming or offer your perspective, but allow time for the feedback to sink in before expecting immediate solutions.

Frame Feedback as Development Opportunity: Position feedback as an opportunity for professional growth and development rather than criticism or fault-finding. Emphasize that receiving feedback is a valuable skill for leaders and that addressing areas for improvement can help them become more effective in their role. Offer support and resources to help them address the feedback constructively.

Seek Input and Collaboration: Encourage open dialogue and collaboration by inviting your boss to share their perspective and insights on the feedback. Actively listen to their concerns and be open to finding common ground or mutually beneficial solutions. Demonstrate respect for their expertise and experience while also advocating for the needs of the team and the organization.

Lead by Example: Lead by example by demonstrating a growth mindset and receptiveness to feedback in your own behavior. Model effective feedback practices by actively seeking input from others, openly acknowledging and addressing areas for improvement, and demonstrating a willingness to learn and grow. By setting a positive example, you can inspire your boss and others to adopt a more open and receptive attitude towards feedback.

Como lo menciona William Ury en sus estrategias para la negociación, es fundamental construir un "puente de oro" con la contraparte, donde el jefe sienta que sus necesidades, preocupaciones e intereses son importantes, que hay un gana-gana en la estrategia propuesta, que sus ideas son parte fundamental del plan a seguir, donde se mantenga un enfoque en la solución y no se caiga en la trampa de las emociones o egos y finalmente tratar de ver la situación desde el exterior, lo que suele denominarse "subir al balcón", de esa manera se puede tener una visión más objetiva y racional de lo que se quiere lograr, estas acciones permiten construir y cocrear, lo que fortalece las relaciones y genera lazos de confianza que facilitan futuros procesos.

Sip, aquí soy muy pragmática: busca el mínimo producto viable. ?Qué feedback es estrictamente necesario y relevante que tu jefe reciba de ti? A partir de ahí, todo lo demás. La experiencia me dice que no hay que decirlo todo, solo aquello que vaya a ser interiorizado por el otro, queremos que sea útil, ?no?