Your team member is resistant to your coaching feedback. How can you break through their barriers?

Focus less on feedback and more on productive dialogue: the ability to navigate perceived conflicts with empathy and understanding. When teams discuss sensitive issues without taking things personally or becoming defensive, they are more likely to make rational decisions and foster positive communication patterns. Effective dialogue leverages cognitive diversity, ensuring team decisions are made by harmonizing different perspectives and priorities.

La escucha activa implica prestar atención no solo a las palabras, sino también a las emociones y preocupaciones que se esconden detrás de ellas. Esto puede ayudar a crear un entorno de confianza y apertura. Reconocer sus preocupaciones y validar sus emociones puede ayudar a reducir la resistencia y mostrar que sus puntos de vista son valorados. Hacer preguntas abiertas que animen a la persona a expresar sus sentimientos y pensamientos.

Establecer un diálogo abierto y honesto puede ayudar a desarmar la resistencia. Esto incluye ser transparente sobre tus intenciones y estar dispuesto a recibir retroalimentación sobre tu propio enfoque. Explicar claramente por qué haces ciertos comentarios y cómo pueden beneficiar al miembro del equipo.

It’s most often the case that the team member learns better by doing rather than just listening. Feedback stings sometimes but sit down with your team member and turn feedback into a roadmap for success by brainstorming action steps based on the feedback. This way they are in the drivers seat shaping their own development and support them in their actions, encouraging when they have been able to successfully tackle the specific feedback point. Ofcourse all this is assuming the leader has already built trust by actively listening to their side of the story and has done the work of reframing the feedback as an opportunity.

This area of follow up is where many of us fail. We errantly assume that we have done the above 5 steps well (which we may well have!), they now own the issue and there is nothing else for me to do. Demonstrating that you care about their development by checking in regularly will go a long way to building trust and developing a strong team that continues to grow alongside of you. Consider your favorite leaders in your own development - didn't they follow up with you?

Give them some autonomy by offering a menu of options for how they can work on the area you provided feedback on and offer to connect them with training, mentors, or other resources to support their development in the area you provided feedback on

Asking the team member what resources they would find most helpful could be a good approach. As an educator, I'm aware that one size cannot fit all. I also know that the Multiple Intelligence theory is real. How will I use this knowledge to support my team? It is important to note that while majority of the team might respond well to standard or even personalized coaching, there might be a member with different needs. Probably a book will be a better resource or an online group session or short course. Sometimes we simply have to meet people where they are instead of always thinking that everyone must take the same road we demand them to.

Aquí algunas sugerencias: 1.Entender la resistencia: Pregunta a la persona sobre sus percepciones y sentimientos hacia el coaching. A veces, la resistencia proviene de malentendidos o miedos que necesitan ser abordados. 2.Construir confianza: Establece una relación de confianza mostrando empatía y comprensión. Asegúrate de que la persona se sienta escuchada y valorada. 3.Explicar el propósito: Clarifica el objetivo del coaching y cómo puede beneficiar tanto al individuo como al equipo. Relaciona los comentarios con sus metas personales y profesionales. 4.Utilizar preguntas abiertas: En lugar de dar instrucciones directas, usa preguntas que fomenten la auto-reflexión. Esto puede ayudar a la persona a llegar a sus propias conclusiones.