You have to give feedback to someone who is sensitive to criticism. What’s the best way to approach it?

One thing I have found helpful is using a feedback model that helps take the emotion out of the discussion and sticks to the facts. Prior to a feedback discussion I will organize my thoughts using S.A.I.D. S = describe the STANDARD A = describe the ACTIONS observed I = describe the IMPACT of those actions on the situation/customer D = establish DEVELOPMENT expectations going forward

Preparation is key to a successful conversation when conveying constructive feedback to someone who is sensitive to criticism. One framework that can help is to frame the conversation as an ask for their help in understanding what their intention was when they did xyz action, then sharing what you observed about their action, the impact that action had, and pointing out the misalignment between their stated intention and the impact of their action. The follow up ask is then, how can we solve for this misalignment to avoid this outcome in the future?

I use a method called "CUREE" helps me to connect well and understand the other person. Prepare well and be sensitive to the other person's emotion unless there is a good connection, the other person will not receive it well. They should feel that we are telling this for their good and not looking out to put them down in any manner to over power them or cricitise them.

KYE - Know Your Employees. The approach taken is crucial to the outcome. I don't think there's any one "cookie-cutter" method however for me it's, A) proactively providing insight as to why we're here. (Open up the floor by asking clarifying questions to confirm your understanding) B) Arrive prepared with a readied solution. C) Offer additional support toward future success. I also always find it beneficial to add positive feedback to balance the conversation. The way criticism is received is subjective so creating a pressure-free environment enables a space to converse instead of dictation. All the best.

You need chose a right time and place and you have to be constructive in your approach by citing relevant examples. You should try to avoid sounding accusatory. Always listen to them actively and always highlight positive aspects. At closure of the discussions set clear and measurable expectations.

Feedback is also best if it's as close to an example as possible. It also has to be genuine and delivered with respect. Too much time between an issue and the conversation creates gaps in memory and allows us to tell ourselves a potentially different version of the circumstamces

I strongly believe ambience is an important factor to consider while giving feedback. What do I mean by ambience : Coach / Manager must be in better emotional state Coachee / employee must be in receptive Place selected to share feedback must not be crowded Dedicated time should be scheduled to listen while sharing feedback Both the parties should not be tired / fatigued at the time of feedback

Cannot agree more to the approach presented by you. A positive note definitely helps build rapport and confidence to interact freely by the receiver of the feedback. The ulterior motive shall be to achieve a win-win situation. The timing has to be appropriate for everyone to be in a receptive mode for better understanding of the shortcomings and prepare a roadmap to overcome them. Good insight Dipti!

I would always get their consent first. ‘Can I just share an observation?’ Helps people micro prepare and lower their guard. Get specific about behaviour and impact. I also then ensure I ask open questions at the end to empower them. Sometimes listing 50 ways they could have done it better is just 50 ways they are worse. Ask them ‘what did you make of it?’ ‘How was it for you?’ Be open minded about what was going on. I’d also notice and validate any feelings they present with. It really helps take the boil to a simmer.

First, start with his strengths or the good things that he has. Then, explain his or her career path, and finally, explain the changes or modifications he or she needs to adopt to reach this target.

Use the "Yes and.." over the "Yes but..." for example: "Yes it's a difficult task and you can do it" it's better than "Yes it's a difficult task but you can do it". Try not to include negative words.

Ask him about his own feedback on himself. Then take his answers and build on it using more questions. In brief, let him talk about himself and praise the good part.

Starting with the positive aspects of a work or activity sets a pleasant stage for further discussion and leads to a collaborative discussion towards a common goal - improvement and excellence. The person will wholeheartedly accept constructive feedback instead of feeling put down. "You have done this very well... i have seen another thing...done in so and so way..which gave superb results..can we try doing ..so and so..."

Keep a smile on your face and start with a positive attitude. Show what you appreciate about them first and make sure they do not feel judged. You set the tone.

Be specific at what they are good at. Use the "open burger" or "open sandvich" model so leave the constructive feedback at the end. You can bridge the bad and the good with the phrase "That being said, there is always room for development, and I know you have potential to be even better. I have observed that..."

Firstly, I will create trust and rapport before starting the feedback session and make them feel comfortable for the conversation. Then I will offer constructive feedback for improvement, highlighting strengths and positives. I will try to avoid an accusatory tone during this conversation, and will assure them of my support and belief in their potential. To conclude the session, I will provide actionable suggestions that will aid improvement in the future.

Try to change their perspective on critisism. Some people might have deep traumas or are very unsure about themselves so they are sensitive to even the most constuctive feedback. Say that the critisism isn't aimed at them personally, and they are not bad because they receive critisim. Instead, they receive it, because someone cares for them and their professional development . You can also present them with a scenario, that how would they see the situation and the future, if they would never get feedback or no-one would notice their work. Critisim isn't inherently bad, but the lack of critisim is a sign that no one cares. So if constructive feedback is offered, it's a sign that some one cares!

For me, there isn't "Good" or "Bad" feedback, there is Feedback and it is a "Gift" (so called "poisoned" or certainly not). Feedback can at times be a two way street but does have an outcome(s), paved by expectations on both ends. It is important the message is not only accurately received but also triggers shifts, progress, growth. For this, it might entail considering your stakeholder's perspective (seeing from the other angle my teacher used to say) and applying Structure (being balanced, sharing observed facts) within Context

In my experience, when you need to criticize someone, it’s better to be fully direct and honest. But that is only helpful when you truly care about the person and their improvement. Treat someone like a human all the time, not just when you need them to improve

It's important to remind the person that your feedback, or criticisms, are rooted in a desire for them to grow. If I had no desire to continue to engage with someone, or see them grow, I would never extend myself to the point of making my thoughts known. I'd simply disengage. The fact that I am delivering some not so easy to hear information to them is because I respect them and I want to see them grow past the bad habits i've identified.

While Empathy and compassion is something one should always have whether it’s personal or professional, I believe a dialogue should never be one way. When you are giving feedback to someone! specially someone who is sensitive to criticism, you should prepare your questions for the dialogue in advance. Start with positives and ask more questions and look for answers from the person you are giving feedback to. Ask what else ? And give them time to reply, have patience and try to hold back your inner advice monster down. When you ask right questions and give time and guidance to reply, the person will see it and be more comfortable and will try to find solutions him/herself which can work for both of you. This will also build trust.

Welcome feedback and how you handle criticism if there is one, so show openness and welcome both positive and negative feedback, and turn it to something to work on as improvement

Instead of just pointing out problems, offer constructive suggestions or solutions for improvement. Collaborate with the individual to brainstorm actionable steps they can take to address the feedback.

One of the best questions to ask is, that what would you do, if you were the manager / or in my position? Also focus on the action, not to personality traits. Search for blind spots with questions like "How do you think others see this kind of behaviour?" or "Do you think sticking to the same things will change anything or do you think that changing something could invite better results?"

Lead by example,become a role model first, give feedback in person and not in a group,observe closely and constant feedback is a must.

Write down (and share) the development points and steps and mutually agree upon them. This creates accountability and leads to better results. Set key dates and offer support. If possible, follow other key metrics so you can tie progress to better work results.

Feedback should always be for progress and growth. Person should be in understanding that we as a company, them and us, benefit from the change that the feedback is referring to and feedback should not be reproach.

1. Jaga konsistensi secara periodik 2. Tetapkan batas waktu yang telah ditentukan dan disepakati 3. Cek kembali dan beri penilaian

It is essential to include in the follow-up letter a schedule for monitoring against the agreed deadlines. Sometimes, it is helpful to delegate the responsibility for arranging the schedule and deadlines to the recipient after receiving feedback.

Llegar a un acuerdo es lo más deseable (fechas e índices acordados). Luego, dentro de esto, hacer saber a la persona que se seguirá manteniendo el seguimiento y monitoreo de su labor como siempre se ha dado; que es parte del trabajo. Explicar que esto no es visto desde un modo de vigilancia (policial), sino que es parte de un procedimiento normal que toda empresa eficaz lleva a cabo en todas sus áreas.

Ask leading questions to elicit a response before stating the issue. Example : During the meeting , what do you believe you could have done better ? That way the person will hopefully understand better. It might take a longer time to get to the issue through this approach however will result in higher impact as the person is going to hopefully say it themselves, not you. As a leader, you should also emphasize that you will continue to give feedback to the person as you are invested in their continuous improvement as a professional. Your team should know that this is a regular exercise and not a 6 monthly or annual exercise. Make it holistic to make it impactful !

Use coaching to understand what are the emotions behind what is triggering the sensitivity to criticism. Once you understand then it’s easy to tailor make your argument. Sensitivity to criticism is generated by emotions once you understand these you can work with the individual to provide more constructive arguments

Leaders at times tend to generalize or pass judgments about the person when giving feedback, but emphasis should be to focus on specific behaviors or actions that you observed. Be objective and provide examples to support your feedback. Instead of just pointing out problems, offer suggestions or solutions for how the individual can improve. Provide actionable steps or resources for development. Acknowledge the person’s feelings and validate their emotions, even if you don’t agree with their interpretation of the situation. Empathize with their perspective and show understanding and compassion. Demonstrate a culture of feedback and continuous improvement by being open to receiving feedback yourself.

Be human. Let’s be honest we all have done things in our careers that we have faced the same situation for. Use that experience to pick out what you felt helped you and what didn’t. I also like to try and think how I would react to the experience I am about to deliver to someone else. We all make mistakes. It is about how we learn and that is where you come in to try and make the experience a learning one !

The relationship is an essential and critical factor when giving feedback. One cannot provide feedback if they don't believe their relationship is credible enough to put the individual in a position to give feedback or criticise.