Your sales team is resistant to new feedback processes. How can you effectively address their concerns?

Listen to their concerns and clearly communicate the benefits of the new processes. Involve the team in implementation, providing training and support throughout. Lead by example, be patient, and consider incentives for early adopters.

In all honesty, if there is a resistance to feedback, it’s usually because the method of feedback is poor. We should be looking at how we feedback, before we judge the resistance level from others to it. Feedback is always most effective when it’s extracted from the individual, not offered. This is because we all have the natural tendency to defend when we are attacked. Therefore if we are not attacked, there is nothing to defend. Instead of offering our opinion (or fact) of what is going well and what needs to be improved, ask the individual what they think is good and what they can do even better. This is a very short form of the principal, of course. But in essence, extract feedback every time, it will pay dividends forever.

Addressing resistance to new feedback processes involves a strategic approach that blends understanding, communication, and gradual implementation. Start by acknowledging the team’s concerns and creating a platform for open dialogue to explore their fears and reservations. Offer targeted training to ensure they are comfortable and proficient with the new processes. Showcase the tangible benefits of feedback through real-world examples, linking them to personal growth and team success. Implement the changes in phases to ease the transition, and recognize and reward the team’s efforts and achievements along the way. This approach not only reduces resistance but also fosters a culture of continuous improvement and collaboration.

In this context, resistance to change often stems from past experiences that have shaped the belief that the feedback process is a painful exercise. It is important to first focus on improving the culture and reshaping the beliefs of the sales organization, emphasizing that feedback is meant for developmental growth. Leaders should support actions to reinforce this message. Additionally, we should provide training on how to receive feedback, as organizations often spend time teaching how to give it but not how to receive it effectively.

Encourage a two-way conversation where team members can voice their concerns and suggestions. Create a safe environment where feedback is seen as a tool for growth rather than criticism. Facilitate discussions that allow your team to express their perspectives and collaborate on shaping the new feedback process. This inclusive approach fosters buy-in and reduces resistance, as team members feel their input is valued.

When facing a team resistant to new feedback, I start by acknowledging their concerns and creating a space for open dialogue. I invite them to share what’s driving their resistance—whether it’s past experiences, fear of change, or uncertainty. I listen actively, ensuring they feel heard and respected. Next, I clarify the purpose behind the feedback, tying it to their success and growth. I encourage them to voice their ideas on how to implement the feedback, fostering a sense of ownership. By collaborating and validating their input, I help shift the team from resistance to engagement.

This is important step as any new change is hard to accept. Generally I keep some head room for rebellion always. This allows teams to express their real feelings and get in to a dialogue. Discussion on such matters is always helpful as team can vent out their feelings with available head room for discussion. If no head room for rebellion is kept , team feels suffocated.

Provide training sessions that clearly explain the purpose and benefits of the new feedback process. Equip your team with the skills and tools they need to give and receive feedback effectively. By investing in their development, you not only alleviate fears but also empower them to embrace the new process as a means to improve performance and collaboration.

Showcasing benefits is the most important step. Generally I try to establish that if we adopt this new process then we can become best team in the region. We can prove our competitors wrong and we can prove our detractors wrong and embrace new success for all. One for all and All for one approach works the best in small teams.

Involve the Sales Team in the Process Design: Engage the sales team early in the development or refinement of the feedback process. By involving them in the design and decision-making stages, you can ensure that their concerns are heard and addressed, making them more likely to buy into the process. When the team feels ownership over the changes, resistance often diminishes, and they become more invested in the success of the new approach.

This step is crucial as it gives an automatic measurement to the progress we have started making. Praising those who started embracing rubs off positive energy and others start following. Once the bandwagon effect kicks in then implementation becomes easier

Acknowledge Concerns: Start by listening to your team’s reservations. Validate their feelings and show empathy. Clarify Benefits: Explain how the new feedback process will help them grow and succeed, making it clear that it’s a tool for their development. Involve the Team: Engage the team in shaping the feedback process. Their input can make the transition smoother and more acceptable. Offer Support: Provide training and ongoing support to ease the adjustment and reinforce the benefits over time.