You have a colleague who is not open to criticism. How can you help them improve?

Organize a constructive feedback session in a supportive and private setting. Begin by acknowledging their strengths and contributions. Frame criticism as an opportunity for growth, focusing on specific behaviors rather than personal traits. Encourage open dialogue, allowing them to express their perspective and feelings. Ensure your tone remains empathetic and supportive, emphasizing that the goal is professional development.

Addressing a colleague closed to criticism requires empathy and tact. Start by building trust and rapport. Offer constructive feedback in private, focusing on specific behaviors and their impact. Encourage open dialogue and emphasize growth rather than fault-finding, fostering a culture of continuous improvement.

The best way to get someone to understand that your feedback is constructive is by first putting your guard down. Now, this might sound very dramatic - but personal stories from your own career can really help build that trust. When you open up to a colleague about your failures and how you dealt with them, it makes them more comfortable to hear what you have to say. Once you have built that trust, hear them out. They might have a story of their own. This does two things: 1. Builds a rapport that goes a long way in a team 2. Helps you as well as your colleague improve as a professional

To assist a colleague resistant to criticism, start by fostering trust and highlighting their strengths. Offer feedback privately, focusing on specific actions and their effects, while using "I" statements to avoid sounding accusatory. Combine critiques with actionable advice, encouraging them to reflect on their behavior. Be ready to listen to their perspective, understanding their reactions. Support them consistently, acknowledging progress to motivate improvement. Demonstrate how to accept feedback positively by sharing your experiences. This approach not only aids in their development but also enhances team cohesion.

This is true. Feedback demonstrated than pointing out wrongs can be appreciated than the latter as that would feel like an attack which won't yield to helping someone

Olvidad que estoy dando una opinión simplemente, si me lo permitís, voy a hacer una reflexión en alto: Normalmente, la palabra crítica de por sí tiene un componente negativo, a mí me gusta más compartir con alguien lo que Yo considero que son sus oportunidades de mejora. Visto así para mí el enfoque ya tiene otra luz. Antes de nada a mí gusta entender si la persona quiere escuchar sus oportunidades de mejora, si la respuestas es que no, ahí ya entramos con el primer punto que definís. Lo segundo que suelo preguntarme es si soy la persona más indicada para hacerlo. El porqué y el para qué. Los puntos que habéis tratado en el artículo, me parecen correctos, estoy de acuerdo. Las oportunidades de mejora, bien planteadas, son un regalo!

Feedback is a minefield even when you are the manager who is providing it. Peer to peer is even more difficult. The way I approached my team was to let them know it was my role to identify and help remove any roadblocks that were in the way of their future success. I was happy to help them work on corrective steps but the decision was in their hands. And the future consequences of not addressing the roadblock was in their control as well.