What do you do if you receive feedback in consulting that you strongly disagree with?

Grr, when you hear feedback you think is all wrong, don't freak out. Breathe. Try to get why they said it. If it's just nonsense, stay cool and explain your view. If they still don't get it, shrug it off. Sometimes, life's like that. But hey, things have a way of balancing out in the end.

In consulting, it's important to approach feedback with openness and professionalism. Consider the perspective of the client or team giving the feedback, and then constructively communicate your own viewpoint while seeking common ground to address any differences.

Consulting will always involve agreement and disagreement with ourselves and with others. An important point is the capability to acknowledge and accept the views rather than disregarding it. Confrontation is good in disagreement, however, arguments to the opposite person's views can sometimes lead to absurd situations and unintended conclusions and experiences.

If you receive feedback that you strongly disagree with, it’s vital to actively listen and fully comprehend the perspective being presented. Instead of rushing to defend your stance, take the time to acknowledge the other person’s viewpoint and seek clarification on any ambiguous aspects. This approach not only shows respect and a willingness to engage in open dialogue but also sets the stage for a constructive discussion. Understanding the feedback thoroughly can lead to valuable insights and may even reveal areas of improvement that were previously overlooked.

Quando confrontado com um feedback que n?o agrada, o primeiro passo é ouvir - realmente ouvir. Evite a tenta??o de se defender imediatamente e, em vez disso, tente entender a perspectiva por trás do feedback. é importante reconhecer o ponto de vista da outra pessoa e esclarecer quaisquer pontos que possam parecer obscuros. Ao ouvir ativamente, você demonstra respeito e abertura ao diálogo, o que pode abrir caminho para uma discuss?o construtiva sobre o feedback.

To process strong feedback, you need to be able to listen to it objectively first. Once that is done, assess the feedback objectively as well. Dis-associate everything about the feedback (Who gave it, how much it hurts personally etc) and see if you can extract some nuggets of insights from it.

La objetividad está muy ligada a la función referencial del lenguaje, predominando en mensajes en los que el emisor presenta, describe o expone la realidad o cualquier objeto representado sin juicios de valor ni opiniones al respecto, por lo que, en consecuencia, debemos actuar de la misma forma, ser empático y capaz de escuchar y valorar para poder llegar al foco principal de los comentarios.

The immediate impulse in most people, especially in professional situations which have a component of constant activity and stress, is to accept and internalize the feedback. This is where the need to assess objectively comes in. Hold the feedback at arm's length. Look at it. Inspect it. Without immediate reference to you. Understand the other person's messaging through the feedback. Then see how it could apply to you. If it all makes sense, explore further and act on it.

Analisar prudentemente e com discernimento as abordagens que nos s?o enviadas através do feedback é predominantemente fator relevante para a forma??o pessoal e, ou, profissional.

In sales, honest curiosity can be a great tool to bring someone around to your point of view. Ask questions, try to understand their point of view and use this insight to better inform your response. Also - sometimes you might find you disagree less strongly when you hear the rationale or reasoning behind the feedback.

If you can handle strong feedback, ask the person who gave it to clarify it even more. If possible even elaborate on it. I have a rule that I only seek negative feedback from my clients. I do not see any value in positive feedback for personal growth. See if you can do the same.

En al ámbito de la consultoría, buscar aclaraciones es prioritario, para entender el objeto de crítica y por supuesto el origen de la misma, investigando un poco y con una política de escucha activa, se puede llegar a motivos emocionales u ocultos tras una, de antemano, crítica errónea o infundada. Dando así también una visión de compromiso y de implicación en las preocupaciones o valor de opinión de las personas, que en un futuro, te hará ser capaz de afrontar mayores dificultades con rigor.

Novamente destacamos o diálogo como alicerce para a correta comunica??o. A comunica??o se torna assertiva no momento que dialogamos sobre os pontos positivos e/ou negativos.

La perspectiva es la forma en que nos vemos, interpretamos y entendemos a nosotros mismos, a los demás y al mundo que nos rodea. Influye en cómo nos comunicamos, relacionamos e interactuamos con los demás, no es fija ni estática; es dinámica y flexible. Un ejemplo práctico y sencillo: Ante una película de cine mudo de 3 horas, alguien que adore ese tipo de película tendrá una perspectiva distinta del tiempo, pensando que ha sido corto, frente a alguien que odie ese tipo de cine, y tenga una perspectiva de haber durado una eternidad, y por supuesto, el tiempo real de la película no ha cambiado, sólo la misma en cada individuo. Es importante entender esto para llegar a establecer vínculos y conversaciones sinceras y de confianza.

If the situation affords it and the rational/emotional environment is conducive, then provide your perspective during the feedback session itself, after active listening and objective assessment. If not, give it time, which could be useful to gather more data /information / context, frame your perspective even more constructively, and then provide it.

From the perspective of the receiver of feedback mainly, this is the most constructive part of the process. Of course, it will also help the giver of feedback. To suggest alternatives is to pave the way forward, increasing confidence, trust and positivity, and therefore, asking with potentially addressing the feedback, it also helps with building and strengthening relationships.

Sometimes there is no alignment on a certain perspective, and in my experience it really helps to take a step back and review the entire situation. Take some time doing this, not in the spur of a moment. Thinking and rethinking helps to come up with alternative solutions or a perspective which is agreeable by all parties. Especially if you look at the point of disagreement from all angles of the persons involved, this for sure will give you new insights as to possible solutions.

Alternative L?sungsans?tze k?nnen dazu führen, das das der Kunden seine ablehnende Haltung nochmal überdenkt. Ist auf jeden Fall besser als gegen die andere Meinung ank?mpfen zu wollen

Regardless of whether you ultimately agree or disagree with the feedback, focus on how you can use it as an opportunity for growth and improvement. Identify actionable steps you can take to address any valid concerns and continue to excel in your role.

If you receive feedback in consulting that you strongly disagree with, take a step back to assess it objectively. Seek clarification to understand the reasoning behind the feedback and consider different perspectives. Reflect on whether there may be any validity to the feedback and if there are areas for self-improvement. If you still disagree, respectfully express your perspective, providing evidence to support your viewpoint. Focus on finding common ground and explore potential solutions collaboratively. Ultimately, use the feedback as an opportunity for growth and learning, regardless of your initial disagreement.

Above all, maintain professionalism and respect throughout the process, regardless of any disagreements. How you handle receiving feedback can impact your reputation and relationships, so strive to handle the situation with integrity and professionalism.

The feedback process is the real heartbeat of a communicative, collaborative culture, and should be strengthened and promoted within every organization. Linking the ability to give and receive feedback constructively should ideally be part of performance parameters for individuals and teams. Because of the human factor, it is not all clear and quantifiable, and will need human centric approaches to implement. But it will be an asset to the organization if accomplished.