Working with new hires who show signs of resistance in reference to coaching and constructive criticism can and will lead to a toxic environment. Identify the root causes of this employee m.o., which should have been analyzed in the hiring process. However, this is not a perfect world, and now we must seek a solution to solve this issue. Emphasize to your employee that they are part of a team and that professional development is expected in the role that they signed up for. Express that they are not being singled out, but all employees partake in P.D. Last, document all interactions, communication and transparency are key elements.

Give them assignments and let them face the challenges and let them feel your support, they will eventually get back to you for advice.

I have found you have do two things first, when it comes to a situation when feedback is resisted. One, assess if the feedback is sound, is it relative to the expected performance for the employee and for their position. Then assess or reflect (if you are the one that delivered it) how and what was shared. Was it clear the employee understood it and was trained sufficiently? Were consequences set if performance didn't improve ? If this elements have been handled, then a new discussion needs to be held, reiterating expectations, offering support or training and a defined timeline for check ins and turnaround. Stay focused on the intended performance results and don't get pulled into excuses.

This may sound contrary. The hire was flawed from the beginning if either side feels misalignment. Now, it’s the leader’s job to coach situational change to maximize performance. If the resistance is due to a lack of ability misread at the start, this is a quick and easy growth and accountability curve. If it’s because they are not confident or unwilling, the situation can take longer and require more time and effort. If they are able, confident, just unwilling, provide resources and a chance for change, then remove them if it doesn’t happen within an explicit, defined period of time.

The first thing in this situation is to clear the resistance … Questioning, questioning, questioning, and also give confidence, explain that a coach can be an accelerator for their performance and well being in their new position. As coaches, we are often challenged when a new hire is entrusted to us. The individual may believe they are receiving coaching because they are not enough up to the role. However, once doubts and fears are addressed, trust is built, and a true partnership develops! The coach then becomes a genuine catalyst for performance and confidence, enabling the individual to fully thrive in their new role.

* Understand root cause: Personality, past experiences, or skill gaps? • Build trust: Regular check-ins, active listening, empathy. • Give examples of constructive feedback: Specific examples, focus on behavior, offer solutions. • Provide growth opportunities: Training, mentorship, challenging tasks. • Document progress: Regular check-ins, formal plan if needed.

For me, it has been beneficial to draw a clear line between coaching and feedback in the workplace and outside of work. Sometimes lines are blurred, and in turn, thus causes anxiety where a colleague is worried coaching conversations will stray into their 'outside of work' life. Asking the coachee to provide some topics to discuss beforehand helps the conversation stay in the safe zone.

One of the strategies I found very helpful is assessing the root couse of the resistance in first place. Once we understand where is this coming from we can find the most suitable approach. When providing feedback sharing specific examples on the spot is very effective unless we need to provide a cooling time off for the situation.

Feedback sometimes triggers a power imbalance. The way we've dealt with it is by actively seeking the feedback, thereby having ownership of the process. When we ask for feedback we state clearly what we want feedback on, what type of feedback we want, and what our intended outcome is. That way we have invited collaboration, rather than feeling we received criticism.