You're working with a team member who doesn't take feedback well. How can you help them improve?

Assume that most adults have a rationale for acting the way that they did. I always initiate with an inquisition into their reasons for an action, evidences of their observations, and consequently find a place of agreement.

Understanding others' perspectives is a crucial skill that can help individuals communicate more effectively and build stronger relationships. It involves being able to see things from someone else’s point of view and understanding their thoughts, feelings, and experiences. When people are able to understand others' perspectives, they are more likely to be empathetic, compassionate, and considerate.

A lot of times people who don't take feedback properly are disgruntled with the office politics and perceptions made about them. If 5 people call you inefficient at work and gossip about you, you will feel bad about it. Then after a while, the comments of the seniors won't hold that much weightage. It is important not to indulge in groupism and blindly believe your peers because the perception they have created towards an employee can be incorrect and bias driven. Make your own evaluation , let the person know you are not here with a biased opinion. Then let him/her talk their hearts out. That would create a lifelong bond and they will take your feedback seriously forever .

Take the time to understand your team member's point of view. Knowing their perspective allows you to tailor feedback more constructively and helps build a stronger working relationship.

From a psychological viewpoint, understanding a team member's resistance to feedback involves empathy and insight. Consider their past experiences with feedback, individual temperament, and self-esteem. Show empathy, listen actively, and create a supportive environment to encourage open communication.

The right time and place for giving any feedback is the most important thing while working with someone who is not able to perform. Negative feedback should always be given personally and not in front of other team members, it might impact their confidence even more. Positive feedback should always be given in front of everyone to boost the morale of team members and also keep others motivated for doing things better. Understand when the other person is more comfortable and in which environment and try to give feedback accordingly it will help build the relation as well.

Employee feedback?immediately following an event?has the greatest impact on performance. And engagement peaks when employees receive feedback on a weekly cadence. If issues are left unaddressed, they may multiply by a domino effect.

Choosing the right time and place to address sensitive issues, such as providing feedback to a team member, is crucial. It's best to find a private and quiet setting where the individual feels comfortable and can openly discuss the feedback without feeling exposed or embarrassed. Additionally, selecting a time when the team member is not under immediate stress or pressure can also be beneficial, as it allows for a more receptive and productive conversation. By being mindful of the environment and timing, you can create a conducive space for effective communication and understanding.

Avoid giving feedback in an open office or team environment. Avoid giving feedback at the end of the day as it further deteriorates the physical and mental balance. Avoid giving feedback on open office floors where eavesdropping is possible.

Positive feedback can be delivered publicly, with less hesitation, as opposed to negative feedback. Decipher how you would want someone to deliver feedback and act accordingly. I highly recommend gathering information using surveys or anecdotal testimonials on how your team prefers feedback to be delivered.

The Center for Creative Leadership developed the SBI. Feedback model to help managers to deliver clear, specific feedback. SBI stands for Situation-Behavior-Impact. You can use the tool by structuring your feedback around these three key areas: Situation: describe the "when" and "where" of the situation.

The SBI model is a helpful framework for providing feedback. SBI stands for Situation, Behavior, Impact. Situation: Describe the specific situation or context in which the behavior occurred. This helps provide clarity and context for the feedback. Behavior: Describe the observable behavior that you want to address. Be specific and focus on the actions or words that are relevant to the feedback. Impact: Discuss the impact of the behavior, emphasizing the consequences and outcomes. This helps the individual understand the significance of their actions and the effects on others or the project. This can help facilitate understanding and constructive dialogue with the team member.

Positive feedback can be delivered publicly, with less hesitation, as opposed to negative feedback. Decipher how you would want someone to deliver feedback and act accordingly. I highly recommend gathering information using surveys or anecdotal testimonials on how your team prefers feedback to be delivered.

The SBI (Situation, Behavior, Impact) model provides a straightforward and efficient framework for delivering feedback. Begin by outlining the specific situation where the observed behavior occurred. Next, objectively describe the behavior without subjective judgment or interpretation. Finally, articulate the impact of their behavior on yourself, the team, or the project. This method helps steer clear of generalizations, accusations, or assumptions, emphasizing factual details and outcomes. The SBI model promotes clarity and objectivity, fostering a more constructive feedback exchange.

Employ the Situation-Behavior-Impact model when delivering feedback. It helps structure your feedback in a way that is specific, behavior-focused, and highlights the impact on the team.

In my experience dealing with difficult interactions around feedback, I have found that it is best to partner with them in helping to identify any gaps and offering help to improve. It is really easy to feel like someone is “attacking” you if they are pointing out an area you could improve in, but what if you were asked a question like “What are some areas that you think could be even better than they are right now?”. Technically, these would be referring to the same “opportunities for improvement”, but one method is me telling you and the other is us finding it out together. It is a very nuanced difference, but sometimes that is all that you need to get through a resistant personality.

I think asking for their input is a key skill but a hard endeavour. Exploring with them what will work the best for them to deliver the level of output usually require multiple trials and errors to figure out what works for them. Not getting discouraged and maintaining an upbeat attitude is helpful in coasting over multiple trial and error cycles.

Working with someone who has trouble receiving feedback is a terrific opportunity to turn feedback into a two-way conversation. It's about creating an atmosphere of understanding and respect for one another. Asking them for their opinion not only demonstrates your appreciation for what they have to say but also gives them a sense of control over the process of improving themselves. Better comprehension, more trust, and more positive results are possible with this strategy.

Encourage your team member to share their thoughts on the feedback. This fosters a sense of collaboration and empowers them to be part of the solution.

Transform feedback into a two-way dialogue by soliciting input from your team member after sharing your insights. Inquire about their perception of the situation, their feelings regarding the feedback, and their ideas for improvement. This approach demonstrates respect, builds trust, and encourages ownership. Additionally, it provides an opportunity to gain insights into their perspective, challenges, and goals, fostering a collaborative and constructive environment for mutual understanding and growth.

Offering support is the key for any employee who is not able to perform and is having a tough time. If the repeated training is not helping then try to start mentoring that team member and start coaching them according to their capabilities. They should be appreciated for even the smallest things they achieve and should be guided how they should move towards learning and getting the confidence back. For some people it's easy to grasp things and for some it takes some time and they should be provided with time and a positive atmosphere.

Feedback isn't solely about identifying shortcomings; it's a means to support your team member in their improvement and success. Extend your assistance by offering support and resources aligned with their goals. Recommend training, coaching, mentoring, or peer feedback opportunities. Additionally, express appreciation for their strengths, contributions, and efforts, enhancing their confidence, motivation, and overall engagement. This approach transforms feedback into a positive and empowering tool for professional development.

- Acknowledge Contributions: Recognize the team member's efforts and contributions to the team, highlighting specific instances of their value and impact. - Provide Constructive Guidance: Offer constructive feedback in a supportive manner, focusing on specific behaviors for improvement while also emphasizing their strengths. - Create a Supportive Environment: Foster a safe and supportive atmosphere where the team member feels comfortable seeking help, engaging in self-reflection, and striving for growth, celebrating progress along the way.

Acknowledge their efforts and provide support. Positive reinforcement can make the feedback process more encouraging and help them see areas for improvement as opportunities.

Offrir du soutien et de l'appréciation est essentiel lorsqu'un membre de l'équipe a des difficultés à accepter les commentaires. 1-Montrez que vous êtes là pour les soutenir dans leur développement en mettant en avant leurs points forts et les progrès réalisés. 2-Exprimez votre reconnaissance pour les efforts qu'ils déploient, soulignant les aspects positifs de leur contribution. 3-Créez un environnement où le feedback est per?u comme un outil d'amélioration plut?t que comme une critique. 4-Encouragez ouvertement les questions et les préoccupations, et assurez-vous que le membre de l'équipe se sent entendu. 5-En intégrant des éléments positifs dans la discussion sur les commentaires, 6- Renforcez la confiance...

For some team members who are not able to cope up with the pace of the work or training you should start monitoring their progress on a continuous basis. You might need to create a performance improvement plan for them and take them through it step by step and make them learn the key of improvement and achievements. And once they start getting back on to the path you should give them more responsibility and accountability which will help them in gaining the confidence and achieve the results.

I will create a shared calendar to share a centralized calendar with my team that includes important deadlines, milestones, and events. This will help everyone stay aware of what needs to be accomplished and when.

Make feedback an ongoing process by following up and monitoring your team member's progress. Provide regular and specific feedback on their actions and results, acknowledging improvements and celebrating achievements. If challenges persist or regression occurs, offer additional guidance and support. This consistent follow-up not only reinforces positive change but also ensures accountability, creating a dynamic feedback loop that contributes to continuous improvement and success.

Regularly check in on their progress. This shows your commitment to their development and provides an ongoing opportunity for improvement.

Regularly check in on their progress. This demonstrates your ongoing commitment to their development and provides opportunities for additional support or adjustments.

To improve working with a team member who struggles with feedback, we should try framing feedback positively, focusing on specific behaviours, and offering constructive suggestions. Conducting coaching sessions to help the team member understand the value of feedback and its role in professional growth is also one way forward. Not only this, but, we should also provide resources for improving receptivity to feedback, such as workshops or training programs.

Feedback can be challenging in the absence of trust. Building trust takes time, with a time tested demonstration that you really care. The problem in many employment settings is the lack of leadership. Too many people in positions of power and authority are self centred, care about perpetuating their existence and are bottom line focused. Leadership should be value based and put people first.

Words that we use can have a greater impact on How someone is taking the feedback. Always starting with what is great and appreciating it then following it up with what needs to be changed based on Logic can help the other person to be more open.

If a member of your team is regularly having difficulty receiving feedback, it may help to focus some coaching directly to that issue. Let them know that you're here to support them, and remind them that candid feedback is a critical tool for career growth. If you have a well-established rapport, it may help to get curious about why this is a difficult topic for them and how they prefer you communicate to them about coaching opportunities. You may also evaluate the overall culture in your organization and/or working group. If you regularly run into issues with giving and receiving feedback, that could mean your teams are lacking psychological safety. Work with your leadership team to develop strategies that support a growth mindset.

Choosing the right time and the right place requires planning. To address certain topics, a one-to-one feedback session should be chosen. To create a relaxed atmosphere, choose a neutral place where you can talk in peace and quiet. The team member should feel comfortable; when it comes to the topic of criticism, appreciative communication with the "I" message should be chosen. You should also consciously take the time and make sure that the team member is not caught in a tense phase.