Handling resistance to feedback requires empathy, adaptability, and a solution-oriented mindset. I approach it by: 1. Ensuring the individual feels valued and understands that feedback is for growth, not criticism. 2. Framing feedback as a collaborative effort, inviting their input on potential solutions. 3. Starting with strengths to build confidence and openness to improvement. 4. Using active listening and powerful questioning to uncover the root of resistance and inspire self-reflection.

When a team member is resistant to feedback, it's important to approach the situation with empathy and patience. In my experience, fostering open communication by creating a safe, non-judgmental space has been key. I’ve found that focusing on the positive aspects of their work, while gently addressing areas for improvement, helps them feel supported rather than criticized. Additionally, framing feedback as an opportunity for growth rather than a critique encourages collaboration. It's vital to listen actively to their concerns and adapt your approach to match their communication style. This builds trust and helps overcome resistance.

Be SAFE & keep the framework in mind Start with Empathy (S): Approach the conversation with understanding, acknowledging the person’s perspective and emotions. Align Expectations (A): Clearly define the purpose of feedback—its role in personal and professional growth, not as criticism. Focus on Behavior, Not Personality (F): Provide specific, actionable feedback related to behavior and outcomes rather than personal traits. Encourage Dialogue (E): Invite them to share their thoughts and concerns, making the feedback a two-way conversation.

It is part of my accountability to make feedback part of the role and ongoing development. When it may be resisted I put myself in their shoes. I reiterate my commitment to their success. I then share my experience from not receiving feedback to receiving it in a performance review. Not sharing or receiving feedback is limiting as it does not allow the receiver the opportunity to act upon it, to grow. Later in my work life when my then VP shared feedback that was difficult to hear as it went against how I hold myself to be, I processed it and did act on it. Feedback is access to your own development. My not sharing it is a disservice to the team member and my commitment. Sharing feedback allows them to be at choice. To act on it or not.

The key is to thoughtfully deliver feedback in a way it can be received. A few ideas: ◼️ Prepare your delivery based on their personality, work style, and communication style profile. For example, one teammate may prefer to get to the bottom line quickly, while another processes by talking and may need more time. ◼️ Advise in advance of the meeting topic so they can prepare. ◼️ Don’t spend too much time on the past. Focus on change needed going forward and why it will help. ◼️ Invite them to identify their actions or new process going forward. ◼️ Give them time to reflect and get started, then touch base about progress. ◼️ Thank them for their progress and for being a valued teammate.