You're navigating conflicts with a sensitive team member. How can you provide feedback effectively?

Dar feedback a um membro sensível da equipe exige cuidado e aten??o ao momento escolhido para a conversa. Se abordarmos a quest?o no momento errado, podemos causar desconforto e até agravar a situa??o. é aqui que a empatia entra em jogo. Precisamos analisar a situa??o com cuidado e nos colocar no lugar do colaborador. Ao dar feedback, é importante come?ar reconhecendo os pontos positivos — todo ser humano tem qualidades que devem ser valorizadas. Depois, podemos abordar as áreas que precisam de melhoria, sempre de maneira construtiva. Uma boa prática é usar o método 'Parar, Come?ar e Continuar', que orienta o colaborador de forma clara sobre o que deve ser ajustado e o que deve ser mantido.

Timing is everything. When someone is low you don’t want to give them feedback. Here’s what I did on a project in Sweden. - Setup a one on one with closed room or at coffee - Don’t carry laptop or phone - Give complete attention- including body language - Listen & only Listen - Don’t talk - Don’t ask questions - Focus on them - Say thanks once done

As per my experience, I recommend using the "sandwich" approach: start with positive feedback, address the issue gently, and end with encouragement. ? Focus on specific behaviors rather than personal traits to avoid defensiveness. ? Use "I" statements to express your perspective without blaming. ?Ensure your tone is calm and supportive, and allow them time to process the feedback. ?Active listening and validating their feelings can also help in fostering a respectful and cooperative work environment.

Timing and approach are important. Underpinning it all you have to care about the person enough to demonstrate an interest and build trust that allows you to address the matter appropriately. Most colleagues can detect when they are being primed or manipulated. Some "techniques" can be disingenuous. Value the leadership opportunities enough to treat people respectfully and address their developmental needs appropriately. Use of the word "sensitive" seems pejorative as it may apply in some areas. People react differently to receiving guidance on their weaknesses if it relates to something that has been a constant challenge rather than a new opportunity or something about which they are unaware.

Once you have identified the root cause(s), consider creating a list of the primary contributing factors to help guide your approach in resolving the issue. This list can help keep the discussion focused on the problem at hand, rather than on the individuals involved: - Miscommunication - Differences in values or priorities - Resource allocation - Unmet expectations The goal is to work together with your team to address the conflict and find a solution that benefits everyone involved, and by first identifying the source of the conflict, you’re taking a critical step toward restoring harmony in the workplace.

Ao fornecer feedback, a vaguidade pode gerar mal-entendidos, especialmente com pessoas sensíveis que tendem a interpretar demais. Seja claro e específico sobre o comportamento ou resultado que está abordando. Em vez de fazer declara??es gerais que podem parecer ataques pessoais, concentre-se em instancias específicas e descreva-as objetivamente. Essa abordagem ajuda o membro da equipe a compreender o problema exato e evita que se sinta injustamente criticado, promovendo um ambiente de melhoria contínua e colabora??o.

To be able to address conflicts with a sensitive team member, it is necessary to remove the hat of judgement and view the conflict as a situation to address. This would allow the manager to review the best possible solutions that are needed for the teams benefit. Only then the manager would be in position to engage. As rules of engagement, it would be advisable to allow the team member to share his/her ideas to materialise the identified solution along with an action plan. This would allow the manager to set objective and direction for conflict resolution and empower the member to move beyond his/her emotions to act favourably. There is always an element of left over feeling from both sides that would have to be dealt for better result

? Clareza na Comunica??o: Garante compreens?o exata do que precisa ser melhorado. ? Redu??o de Defensividade: Evita que o feedback seja interpretado como ataque pessoal. ? Facilita??o de Melhorias: Torna mais fácil agir sobre problemas identificados claramente.

Citar exemplos, assertivos, assumindo a responsabilidade é fundamental para o Feedback funcionar. Falar que ouviu dizer é a pior ideia que há - explique que foi procurado pelo time, que observou ou notou. O Feedback é uma arma poderosa se você assumir a responsabilidade dele.

I've had success starting and ending with positive feedback, with the constructive feedback in the middle. By sandwiching the constructive feedback around positives, you are less likely to put the employee on the defensive. This also helps the constructive feedback "feel" more supportive than critical.

Again, get to know people. Some of us don't need a lot of positive reinforcement, but we also don't want to always feel like we're being told what/where we can do better. Be balanced. Be encouraging. Be empathetic. How would you feel receiving the same feedback?

?. Receptividade ao Feedback: Aumenta a probabilidade de aceita??o e implementa??o das sugest?es. ? Fortalecimento das Rela??es de Trabalho: Promove confian?a e colabora??o. ? Foco no Crescimento e na Melhoria Contínua: Contribui para a melhoria do desempenho individual e da equipe. Enquadrar feedback de forma positiva e focada no crescimento cria um ambiente propício para a aceita??o e implementa??o das sugest?es, promovendo desenvolvimento contínuo e rela??es fortes na equipe.

I reiterate, do not try and 'sandwich' feedback with a highly sensitive person. We have radar for feedback that we deem 'negative' and will immediately process it as a deep criticism. It is like trying to hide a medication in a dog food dish, we will quickly eat around all the good stuff and quickly focus on the bad. How this is received will only be as good as the relationship we have with the leader delivering the feedback. If there is a good relationship then there can be an open discussion about how this needs to be framed to make it land in the best way possible.

Enquadrar o feedback de forma positiva é fundamental para sua eficácia. Concordo que come?ar com observa??es positivas ou elogios cria um ambiente de apoio. Apresentar áreas de melhoria como oportunidades de crescimento, em vez de falhas, incentiva o membro da equipe a ver o feedback como uma ferramenta valiosa para o desenvolvimento pessoal e profissional, e n?o como uma crítica.

I often remind leaders to 'flex their empathy muscle' by asking, 'how would I feel receiving this feedback?' Take the time to prepare for the conversation. Say the feedback out loud. Try to use neutral language. And most importantly, be kind.

Often times, there’s a reason a team member is more “sensitive” than others in the workplace. It can be more deep than some think. While you may not be a therapist, you can still approach with empathy and curiosity. Making this person feel safe and secure in the workplace is vital. Without safety and security, of course we are sensitive. But there’s more than one way to show our sensitivities. Everyone does it a little differently.

It’s important to understand that anyone that is feeling ‘sensitive’ very often has a dialed up negative inner voice already. Any further perceived criticism will cause more sensitivity and potential fight or flight behavior. Be curious and aim to discover what narrative they are telling themselves and empathetically work with them to reframe and change the ‘story’ they are telling themselves about the situation or issue. We can’t change the person but we can help them change their perspective.

If the goal is to maintain the relationship after sharing the feedback, taking time to understand why they are "sensitive" or have a harder time receiving feedback can go a long way. Sometimes "empathizing" in the workplace is seen as giving someone an "out" or letting them off the hook. On the contrary, it is about understanding where someone is coming from and what experiences they bring with them that may be impacting this present moment. Staying focused on the person and very specifically on the end goals you want to achieve (which likely will be maintaining the relationship AND seeking a performance improvement in a specific area) while understanding and acknowledging their experience will make the conversation more fruitful for all.

Navigating conflict is never one sided and feedback is an opportunity for a two way conversation. Empathy plays a vital role in this. I always consider how I’ve contributed to a situation, maybe I’ve fuelled the conflict in sone way or perhaps I chose to let the situation play out for too long before finally having the feedback conversation. A good leader, acknowledges the role they have in the conflict and seeks to understand. Empathy should demonstrate understanding actively and in so doing, build trust. Trust underpins the effectiveness of the feedback and support.

Assim que assumi uma equipe, busquei em conversas individuais com cada uma dos meus colaboradores entender quais eram suas dores e aspira??es para os cargos que ocupavam. Através destas conversas, pude mapear qual o caminho a percorrer dentro do plano de desenvolvimento de cada um deles. Pudemos mapear os aspectos financeiros, comportamentais, de capacita??o técnica frente aos requisitos para o cargo, entre outros aspectos. Nem todos os aspectos puderam ser atingidos de imediato porém, a conversa franca foi fundamental para que pudéssemos estabelecer uma rela??o de confian?a e parceria para superar os desafios do dia a dia.

Before our titles, our frills and all that makes us seem fabulous, we are still human. Offering support is part of our human capacity to offer compassion. Don’t shy away from our common humanity. Whilst the work challenges need to be addressed, meet the person where they are and try and be patient. It’s worth resolving the overwhelm and build capacity to engage on the challenging work areas. Be patient on understanding what is happening and take it from there. Step into curiosity and ask questions to help you understand what is causing their overwhelm. Suspend your judgement and be compassionate. Once they are in a space to engage give the required feedback and align to expectations for work. Be patient and be kind in the process.

To start with empathy is to first check your own biases and challenge the foregone conclusion that the employee is "sensitive". Review the facts and details of the event for which feedback is going to be offered. Go into the discussion seeking to understand the employee's experience. Begin with "Walk me through your experience ..." Be open to the possibility that the employee is not especially sensitive, that the employee is reasonable, and that your perception of their mindset is perhaps irrelevant to your principles on giving feedback.

Focus on building the relationship and you won't ever need to worry about 'softening the blow.' A great relationship will allow there to be open, honest discussions about how to navigate the sensitivity and co-create solutions to address the feedback. Don't make assumptions, you don't need to come up with solutions on your own, the solutions are right within the person in front of you.

Best offerings would be - Constructive Feedback: Frame your feedback in a positive, solution-oriented manner. Focus on the specific behavior or situation rather than personal attributes. Active Listening: Allow them to express their thoughts and feelings without interruption. This fosters a sense of respect and understanding. Collaborative Solutions: Work together to find a way forward, emphasizing teamwork and mutual goals.

?? Find out if the team member is HSP (highly sensitive person). If so, try to learn as much as possible about HSPs. Also, you should have a conversation to find out the best way to work with this person so that he or she feels comfortable working with you. ?? To continuous performance management use John Doerr’s CFRs (Conversations, Feedback, and Recognition) on a weekly basis. ?? Encourage the initiative of the conversations to come from the other party as well. ?? Feedback needs to be specific and constructive, looking for potential improvements. When offering suggestions, be specific and action-oriented. ?? Recognize specific behaviours because that oriented the way to follow.

Se manter em posi??o de prestar apoio e estar aberto é fundamental para auxiliar os colaboradores a evoluírem e se sentirem acolhidos.

Perfeito! além disso, ao dinal da conversa, sugiro sempre perguntar ao liderado o que ele entendeu da conversa e realizar os combinados/próximos passsos e prazos.

Navigating conflicts with a sensitive team member requires a mindful and empathetic approach. Start by creating a safe and private space for the conversation. Use "I" statements to express your observations without assigning blame, such as "I noticed" or "I feel." Be specific about the behavior, not the person, and focus on how it impacts the team or project. Offer constructive feedback paired with positive reinforcement. Encourage dialogue by asking for their perspective and listening actively. End with actionable steps and express your support in their growth. Empathy and clarity are key.

O acompanhamento é fundamental para que o feedback seja eficaz. Concordo que o feedback deve ser parte de uma conversa contínua. Agendar reuni?es de acompanhamento para discutir o progresso e novas preocupa??es demonstra investimento no crescimento do membro da equipe. Isso assegura que eles n?o est?o sozinhos em sua jornada de melhoria e permite ajustar a abordagem conforme necessário.