Leading a team with a defensive member requires thoughtful feedback. I focus on framing feedback positively, addressing behaviors rather than personal traits. This keeps the conversation constructive. I also ask for their perspective, showing genuine interest in their view, which often lowers defensiveness. Setting clear goals helps in giving direction and makes future expectations obvious. These approaches build trust and openness.

From my experience, the first step in providing feedback to a defensive team member is to make them feel comfortable. Feedback should be delivered in a one-on-one setting, where the individual feels less vulnerable and, in turn, less defensive. It's important to approach the conversation with humility and focus on the specific issue, rather than personal opinions. This ensures the feedback remains constructive and helps foster a positive atmosphere for improvement.

You would be surprised at how helpful it can be to ask for permission before sharing feedback. That allows the feedback receiver to do several things that can help their hear and act on the feedback: — it can disarm them to reduce their pushback because you are putting them in control and giving them a pause to prepare to receive the feedback — it can help you define why you are giving the feedback — it can help them own the process for improving based on the feedback. You can credit them with their allowing feedback as the start of the bigger process.

Lidar com um colega defensivo exige sensibilidade e estratégia. Comece estabelecendo uma rela??o de confian?a, destacando inten??es construtivas. Utilize a abordagem "sandwich": inicie com um elogio, apresente a crítica de forma clara e finalize com outra observa??o positiva. Foque em comportamentos específicos, evitando generaliza??es. Promova um diálogo, encorajando perguntas e reflex?es, para que o feedback se torne uma oportunidade de aprendizado mútuo. Assim, é possível cultivar um ambiente colaborativo, onde todos se sentem seguros para evoluir.

Feedback can be tricky, but it can also be a game changer. In particular, when leading a team, with a defensive colleague, begin with your intent. Why are you sharing this feedback? To the degree possible, find a common goal. For example, "I am sharing this feedback because I know we are both invested in this project and wanted to succeed." I am also a huge fan of the book, Thanks for the feedback in which the authors described three distinct kinds of feedback: - Appreciation feedback keeps us motivated - Coaching feedback helps us get better - Evaluative feedback helps us know where we stand It's important to ensure that you are giving all three kinds of feedback at appropriate times and not just focusing on constructive feedback.