Feedback resistance often stems from fear of criticism, failure, or not measuring up. To break through, start normalizing feedback as part of your culture. But most importantly, invite them to give their feedback on your leadership. This levels the playing field, modeling to them that feedback is a two-way street.

Feedbacks shouldn’t always be once or twice a year, to break the ice with team members and remove fear out of their minds, it is important to have open dialogue frequently with the team. Discussions shouldn’t always be about what has happened, it needs to ave about what needs to be achieved, so it’s not always feedback, it should be feed forward.

In my opinion, dealing with resistance to performance feedback is a delicate matter that requires empathy and understanding. Building a strong foundation of trust is crucial. Team members are more likely to be open to feedback when they feel genuinely supported. It’s important to show empathy and understand their perspective and challenges. Understanding and addressing the emotional and psychological aspects of feedback can transform resistance into receptivity, fostering a culture of continuous improvement and open communication.

A ausência de feedback em uma equipe pode se tornar um grande problema. O feedback nos oferece uma visão ampla de como a equipe está se desempenhando e se todos estão caminhando na mesma direção. Quando isso não ocorre, perdemos a oportunidade de identificar e corrigir possíveis desvios que, no futuro, podem se transformar em problemas mais significativos. Romper esse bloqueio na busca de feedbacks exige empatia, paciência e uma abordagem estratégica. É fundamental criar um ambiente seguro e acolhedor, onde os colaboradores se sintam à vontade para se expressar e compreender que o feedback é uma ferramenta de crescimento, e não de punição.

To overcome team members’ resistance to feedback, one should adopt a transparent approach by clearly communicating its purpose and process while maintaining a friendly and positive attitude. As well as trust building through empathy, acceptance, and mutual respect also foster an open environment for growth.

Building a feedback-friendly culture involves 1. Lead by Example: Show openness to feedback and act on it. 2. Normalize Feedback: Make it part of everyday interactions, not just formal reviews. 3. Focus on Solutions: Frame feedback as collaborative problem-solving. 4. Recognize Efforts: Balance constructive feedback with praise. 5. Provide Tools: Offer training for effective communication. 6. Ensure Anonymity: Use anonymous channels for sensitive feedback. 7. Highlight Success: Share examples of positive outcomes from feedback. These steps foster trust, consistency, and a growth mindset.

1.Foster an atmosphere of psychological safety where team members know feedback is intended to help, not criticize. 2.Emphasize that feedback is a tool for their development and success, not punishment. 3.Provide feedback during one-on-one meetings or in a private setting to avoid embarrassment. 4.Highlight their strengths and past successes to boost confidence.

A resistência ao feedback geralmente decorre do receio de críticas, do fracasso ou de não estar à altura. Para avançar, comece a normalizar o feedback como parte de sua cultura. Mas o mais importante é convidá-los a dar feedback sobre sua liderança. Isso nivela o campo de jogo, mostrando-lhes que o feedback é uma via de mão dupla.

1. Retroalimentar en privado con un tono, tiempo y lugar apropiado. 2. Ser objetivo y claro. Evita dar muchas vueltas y decir mucho. En estos momentos, menos es más. Evita perderte en la conversación. 3. Señala lo bueno primero para bajar las barreras y que también se sienta reconocido por sus aciertos. 4. Recibe retroalimentación tú también como líder. Las relaciones son de dos partes y el hecho de que eres el líder no te hace perfecto y también hay cosas que tú debes mejorar. 5. Hagan acuerdos por escrito con los compromisos de ambos lados para poderlos revisar más adelante. 6. Agenda en sesión de seguimiento para ver cómo van ambos en los cambios implementados.