How can you balance constructive criticism with positive team relationships?

You cannot lead, persuade, manage, or influence anyone if you don’t understand the fundamental basis of how they will make decisions. When I am managing someone, my primary focus is on what drives them. What’s important? Can I help them get there? If not, there is little probability they will follow me anywhere. What do they expect from me? What would make their job easier? Will I be seen as valuable if I help them achieve certain ends? If you aren’t successful inserting yourself into the other’s world, there is little chance they’ll be open to yours.

Feedback can make or break a team. Not enough leaves members feeling disconnected and disjointed. Too much makes members feel micromanaged and under too strict of management. Remembering to ask frequently for perspectives to be heard is one of the ways that I have found to balance this dichotomy.

From my experience,feedback is one of the most important foundation for growth in any business.Without feedback the employee will not know if their performance is upto the expectation of manager/business owner.Feedback should be given in order to propel and improve the growth of business.

Feedback builds trust and rapport, when it's true value add constructive criticism. Building that framework from the ground up, will pay off in long run and lays a foundation for sustainable development, growth and success.

Feedback is one of the main pillars to improvement . Without feedback team members will continue to do what they always done and if that happens too much they will begin to think that even when they are performing or doing something wrong they feel as if it’s right , and when you provide feedback they won’t be able to take it as they feel like feedback was never provided or their errors were never corrected so they shouldn’t have to adjust or change.

Constructive concerns are best presented as opportunity for improvement and allow the person to answer socratically in order for them to own the solution rather than wear the blame.

Make it part of your onboarding process to define and encourage conversations that contain personal feedback, criticism, or commentary. Make it expected, and remain open for mutual dialogue. If it's set forth, expected, and followed through with as a culture practice, it's far less intimidating.

Just because we insert the word "constructive" does not change the definition or soften the use of the word "criticism" which is "the expression of disapproval of someone or something based on perceived faults or mistakes" so it is easy to understand why people see it as a negative out the gate. I would start with calling it what it is, just feedback. It is actually up to the receiver to denote if it was constructive or not. The first rule of giving feedback is to check in with yourself. Where are you on the topic and with this person?

Mr. Dillard makes a great point in his assessment. Inherently criticism is perceived as a bad thing no matter how you describe it. You can dress the words up all you want; it is what you truly mean by the feedback that will have the impact. If the feedback is from the need for growth in the team to help them achieve their goals, then it will be received that way. If a ship gets off course just a degree over the span of its trip it could be off course thousands of miles. Realign the expectations, needs for output, and how to better meet those needs as a team.

Personally I find it beneficial to find ‘neutral ground’, an environment or location the recipient will feel more at ease to receive the ‘feedback (never criticism). In addition, opening the dialogue with a permission statement, to momentarily create an opportunity to disarm a potential hostile exchange, words to the effect of ‘I’d like to share some constructive feedback with you, are you open to receiving it?’. Also, without diminishing the desired impact of the feedback, offer some positive reinforcement by outlining some aspects that are going well, before reverting to the main point of discussion. Lastly, close by asking if they have received and understood the feedback, before asking if they have any points they’d like clarified.

First not to take any criticism personally. Keeping emotions out of criticism is the most significant part. Analysis and reflecting on criticism is most important. The criticism has to be linked with past performance and a solution or growth plan needs to chalked.

The best way I receive constructive is when im told what I’ve done well and what I can improve and suggestive ways to do so. Personally I look to take my own accountability and acknowledge what’s being said to me about what I can improve.

An insatiable hunger for improvement is the key to receiving criticism. No matter how it is delivered, only you can decide how it will be received. If the choice is to put the hands up and get in a defensive stance, mentally of course. The outcome will be limited improvement. If you receive each piece of criticism as an opportunity to improve, it will not be contentious and will most likely be open for better interpretation for application.

Maintaining positive team relationships starts with building team stability and trust. If you’re able to provide your team with those two things it can work wonders with maintaining positive team relationships. Team building activities that allow team members to let their hair down and be themselves can loosen the environment.

There is a lot of literature in the business sphere about how to build "Bullet Proof" teams. It comes down to emotional equability. How much are you investing into the emotional bank account, how much are you pulling out. Are the actions as a leader the type of actions you would expect of the team. No faking here, no false pretense. You truly have to care for your teammates and see them as equals on a path to success as a business. Anything less will only work for a little while until the facade fades in moments of stress.

It all begins with a balanced attitude and no bias.There should be an objective assessment other than merits and shortfalls without being personal.Have a one to one talk to pinpoint shortcomings,and always credit the team for achievements.

Delivery and reading body language is key. The person giving feedback is the driver and should keep line sight of what the outcome should be;a positive one.

You can’t predict how a person will react to feedback. Some take it in stride and some can’t take it at all. No matter the situation its best if you approach providing feedback with extreme care and caution because of this. If you can provide some positive perspectives to soften the criticism you may just be able to get some type of feedback through.

Feedback should be looked directly in the eye,whether positive or negative.A well thought out plan should be made to take care of the situation without resorting to knee jerk reaction.

As the person giving the feedback, I can only control the energy in which it is given. How someone will respond is not within my control. That said, knowing when to invoke your "exit strategy" (stopping when it is not productive) is key as well. The person that is getting the feedback is processing your words in real time so you may see them in a range of responses or have none at all. Give them grace to do so but don't force feed anyone your feedback. If someone does not show themselves to be open for the feedback, it is okay to pause the conversation.

There was a saying when I was growing up. If you aren't antiestablishment at 20 you have no heart. If you your no pro corporation by 30 you have no brain. It took me a long while to jump from the heart to the brain and understand that you can still be passionate without starting a fight. This experience allowed me to work with amazing leaders who wouldn't give up on me and logically walked with me through the feedback. When they would see a rise in defense or emotional reaction, they would back up to something we agreed upon previously and start from there. Sometimes it would take multiple conversations. I structure my challenging feedback moments the same. Use care and patience, don't give up on them.

My Giving Feedback Self-Checklist (this is the mental part of what I ask myself prior to gving any feedback) 1. Where am I with this person? 2. Are there any unresolved issues with them? 3. What are my biases, if any? 4. How am I feeling? 5. Where is my energy? 6. Is this feedback necessary? 7. Why now? 8. What was the last interaction with this person? 9. Do I understand their view or perspective? 10. Have I checked my Ego? Seems like a alot but asking myself these questions has put me in a space where I concluded that the feedback wasn't really as critical as I first thought so it did not have to happen on my timetable.