When a team member becomes defensive about feedback, approach the situation with empathy and tact. Begin by creating a safe, private space for discussion and clarify that the feedback is aimed at their growth, not criticism. Use neutral, objective language and focus on actionable solutions rather than dwelling on issues. Listen actively, validate their feelings, and encourage them to share their perspective. If emotions run high, suggest revisiting the conversation later to maintain a constructive tone. Finally, follow up to check on progress and recognize improvements, reinforcing that the feedback is part of a collaborative effort to support their development.

Address defensiveness by building trust and framing feedback as a growth opportunity. Focus on specific actions, not the person, and actively listen to their perspective. Collaborate on solutions, clarify expectations, and recognize improvements to reinforce progress. Keep it constructive, empathetic, and forward-looking.

The conversation should be approached with respect, collaboration, and empathy. The feedback can start with acknolowdgment to their strengths and contribution to make sure they feel valued. The feedback can be shown as a mutual effort to improve the quality rather than being a personal judgment by using actionable suggestions. The tone used in the conversation should be constructive and try to involve them in the conversation by asking open-ended questions that show understanding. Align the feedback with shared goals to emphasize that it is meant to support their goal and the organization's success. Offering assistance and resources to help the team members with the suggestions given also supports positive feedback.

When providing feedback, ensure it is meaningful and purposeful. Focus on specific areas for improvement or reinforcement, and always back your input with clear evidence or examples. Thoughtful and evidence-based feedback not only drives improvement but also builds trust and credibility. I believe in fostering a growth mindset not only for myself but for my team members as well. Empowering others to grow and learn creates a culture of continuous improvement and mutual success.

A postura defensiva vem de receios e crenças negativas que a pessoa tem em relação à gestão e ao momento do feedback. Em primeiro lugar, explicar o que é e fazer o feedback de maneira com a linguagem e a forma adequada irá dissuadir a postura defensiva na medida em que essas sessões se repetem ao longo do tempo, portanto, pode ser uma boa prática fazer mais vezes feedback com esta pessoa, cada um com menos conteúdo para ajudar a construir este vínculo de confiança. Em segundo lugar, especialmente nas primeiras abordagens, preparar-se muito bem para transmitir o conteúdo de maneira completa, ainda que haja pontos difíceis, mas em abordagem gentil e respeitosa. Um feedback pode ter um conteúdo bem crítico e ser respeitoso ao mesmo tempo.

Addressing a defensive team member requires empathy and tact. Focus on the specific behavior or outcomes rather than personal traits to keep the conversation objective. Start by acknowledging their strengths and contributions before introducing areas for improvement. Actively listen to their perspective and validate their concerns, ensuring they feel heard and respected. This approach can transform defensiveness into a constructive dialogue.

Entendo que receber feedback, principalmente quando negativo, pode ser difícil e gerar uma reação defensiva. É natural. O importante é que eu mantenha a calma e profissionalismo, ouvindo atentamente e demonstrando que entendi o que a pessoa está sentindo. Posso dizer algo como: "Percebo que você está chateado com o feedback. Imagino que seja frustrante. O que eu gostaria de destacar é que..." e aí continuo com o feedback, mas de forma mais objetiva, com foco em comportamentos específicos e evitando linguagem negativa. Meu objetivo é ajudar a pessoa a crescer e se desenvolver. No fim, posso oferecer meu apoio para que ela consiga implementar as mudanças e seguir em frente.

Same ways to get started: 1.Praise first: Start with positive feedback, 2.Be specific: Focus on concrete examples, 3.Listen and discuss: Encourage open communication.

Es importante conocer muy bien al miembro del equipo, esto va a permitir generar un entorno cercano al momento de la retroalimentación, generando confianza y evitando generar predisposición. Me ha funcionado darles la visión del panorama completo, de lo importante que puede ser lo sucedido no solo para los objetivos o funciones de su rol actual, sino a futuro como pueden mejorar y o reforzar las actitudes, hechos o desarrollo de sus funciones para un crecimiento profesional. Si generas confianza desde el inicio con tu equipo siempre será más fácil el manejo en situaciones complejas.