A continuación, te explicamos cómo puedes dar retroalimentación de manera efectiva a alguien que es muy sensible o que se ofende fácilmente.

1- Defina o que será abordado na reunião de feedback. 2- Crie um ambiente acolhedor. 3- Seja claro e preciso no seu discurso. 4- Anote os pontos fortes e pontos a desenvolver do colaborador, comece o discurso pelos pontos fortes. 5- Escute as colocações do colaborador.

Being highly sensitive and easily offended is a defense mechanism. It is present in very low self esteem people and also in bullies. So, the first thing before giving feedback is to acknowledge the fact that the person is very sensitive. Talk it out, and recognize it for what it is. Then start with the feedback. I have seen a very good people manager do that once. And when the person receiving the feedback still reacted offended, this manager just openly told the person that this defense mechanism wouldn’t work anymore. Never had a problem again.

When giving feedback to sensitive individuals, choose a private setting and use a gentle tone. Be specific, focusing on behavior, not personality. Show empathy, encourage dialogue, and offer constructive solutions. Follow up with support and positive reinforcement to help them improve and feel valued.

It depends upon the situation and what’s really going on really wiser can understand! So don’t let some one un aware about the happening if it is seriously matters than convey politely

One can start by highlighting the strengths of their work and then gently suggesting areas where they could make adjustments to better align with the client's expectations.

Il est primordial de prendre en considération les enjeux dans lequel s'inscrit la discussion. Le feed back doit se rattacher à un enjeu collectif et plus large; Il faut d'abord briser la glace, rassurer énormément sur les qualités personnelles et sur la contribution positive avec des faits précis et circonstanciés. La préparation demandera de bien se renseigner sur les apports positifs de la personne mais aussi sur les conséquences négatives directes et indirectes du point que l'on veut adresser; Un seul point suffit pour une prise de conscience. Le focus sur un seul point est important pour ne pas démobiliser la personne.

I asked the person if he/she could help me and give me a suggestion/ advise, as I think so.. but I am not sure if it would be good

Normalmente cuando me encuentro en una situación como ésta lo que trato de hacer es observar el punto al cual me voy a referir y la visión me ayuda a concatenar el pensamiento estructurado que realmente necesito. Un ejemplo claro es el Teorema Avilés que es una respuesta lógica, coherente, pertinente, ética y filosófica de lo que es el cálculo de la hipotenusa en un triángulo rectángulo. Avilés dice que la relación entre los catetos conlleva a un Factor de Correlación de Catetos (FCCFAB) que cuando la relación entre catetos es = 1 se determina por el valor del seno de 45⁰ que equivale a 0.7071067812 ; sin embargo Pitágoras lo abordo pobremente y esto lo convirtió en el mejor mago de todos los tiempos, el Padre de las Matemáticas Modernas.

Veja como você pode efetivamente dar feedback a alguém que é altamente sensível ou facilmente ofendido. Ouvi-lo primeiro e conversar de forma positiva e com bons argumentos para que ele entenda o objetivo e melhora seu olhar com o que foi proposto e o que foi apresentado.

1.Ask them first what they think are their positive contributions. Listen to them fully as they answer. Comment positively on what they just stated if those are indeed positive contributions. Tell them you agree with them on those. When someone agrees with you there is an immediate release of emotional defenses. Work on identifying those invisible defenses first. 2. Uncover traits. Ask them what areas are their weakest and if they would like help improving them. These may be on your list of feedback. Knowing first how they feel about them provides helpful insight. 3. Introduce your feedback making them aware this a positive exercise in improvement. 3.

Timing is everything when offering constructive criticism. The content and value of our feedback will not matter if not relatable in the moment for the recipient. Conversely, offering advice when the other party seeks it or is open to it will assure they listen but also retain and use that advice. As a general rule of thumb, most people listen closely when praised. Start with a strength of theirs that we like to acknowledge then segue into an area where they may need help (not from a place of judgment but a place of support and advocacy).

When offering constructive criticism to a sensitive colleague about timing, it's important to be mindful of their feelings while still addressing the issue effectively. Find a time when your colleague is relaxed and not already stressed or busy with other tasks. This ensures they are more likely to be receptive to feedback. Offer Solutions and allow your colleague to express their perspective and feelings about the situation. Active listening demonstrates respect and can help them feel valued even during a critique.

The nature of feedback should never be a surprise for an employee. This should be an ongoing conversation between employee and their leader. There should be regular touch base sessions for opportunities to get feedback, ask questions, and other discussions. The worst thing that can be done is delay the feedback. People need feedback to continue their professional (and personal) feedback.

Actualmente el momento exacto para abordar un problema no existe , apenas estás resolviendo un problema cuando ya surgió otro; abordar en estos casos a una persona sensible puede ser un reto : sin embargo hay que tratar de identificar que normalmente las personas sensibles o irritables durante su infancia probablemente padecían del rechazo de sus padres por lo tanto una forma de evitar o de defenderse de este rechazo en la vida adulta es ser sensible o irritable . Entonces aceptando a estas personas como son es como quizás probablemente podamos abordar en cualquier tiempo alguna situación que se necesite solucionar o los objetivos a alcanzar en la organización.

Il faut trouver le bon moment et aussi le bon endroit. Un lieu neutre est isolé est mieux. Le bon moment c'est quand la personne est rassurée sur l'enjeu de la discussion. Pour cela, un contact direct par téléphone ou de vive voix et à privilégier. Quelques heures voire jours avant la discussion. Il faut éviter de faire un tel feedback à chaud ou sans précaution. Le bon moment c'est aussi quand l'urgence s'impose. Un recadrage en amont vaut mieux qu'un recadrage trop éloigné de l'urgence. Mieux vaut prévenir que guérir. La personne sera bien plus rassurée voire reconnaissante de lui avoir évité une erreur en prenant en compte le feedback.

Start by acknowledging something positive about your colleague’s work or approach. This helps set a supportive tone and shows that you value their contributions. Example: "Hey, I wanted to talk to you about the project presentation yesterday. I really appreciate the effort you put into researching and organizing the content. Your thoroughness really showed." Constructive Criticism: Clearly state the specific issue or area for improvement. Be factual and specific, focusing on behaviors or actions rather than personal attributes.

In my opinion some organizations do not prefer the sandwich method as this might not be the good way to address your concerns in this regard and the message may not be clear. Instead we can be more empathetic and let our team know about the shortcomings first and then later in the same conversation you can bring up their great deal of contributions as well so that they would know there is always a room for improvement. Great leaders also do not fear to accept and admit their own flaws and shortcomings and they can pull it up in the same feeback meetings as well and even ask your employees for their suggestions to improve the processes or productivity. This way they will feel valued and motivated at the same time.

Encontrar la continuidad positiva es ser congruente en los hechos con los objetivos de la organización , con los deseos de los colaboradores y nuestros propios deseos . El comienzo positivo pudiera ser histórico en una relación con personas sensibles. No sólo debemos de mostrar apertura , es importante actuar con hechos y resolver para formar una mentalidad positiva en las organizaciones.

As I said before, negative and/or positive feedback should not be a surprise for the recipient. When expectations and goals have been discussed, set, and acknowledged everyone knows what performance is expected for success. Feedback can be delivered bad news or good news first. The "sandwich" method is somewhat patronizing. It's far better to begin a negative feedback session with the intent of the session. Is it to retain and correct? How negative feedback is delivered is far more important than the "sandwich" method. Is it delivered to position an employee for correction, growth, and success? Does it end with a course of action to follow that is genuine?

Clearly explain the specific behavior or actions that need improvement. Avoid generalizations or personal attacks. Provide actionable suggestions for improvement. Instead of just pointing out the problem, offer potential solutions or alternative approaches they could consider. Emphasize that your intention is to support their growth and development. Reiterate your confidence in their abilities and willingness to help them succeed.

Feedback should be specific and timely. Waiting three months to give it is meaningless and the mark of a poor leader. Only after feedback is received and acknowledge can progress be made in a positive manner to make needed changes.

Il est fondamental de bien relaté les faits précis, datés et contextualisés. "Hier, lors de la réunion, tu as dit que..". S'assurer que la personne admet les faits. Ensuite il faut exprimer sans jugement que cette prise de parole a eu tel effet Mettre en évidence les conséquences sur une personne ou un collectif avec une voix calme et une posture rassurante. Il faut chercher les motivations cachées de la personne pour mieux comprendre. L'empathie est ici fondamentale. Une fois que l'on a compris les motivations de la personne, il est nécessaire d'exprimer les besoins du collectif. Une meilleure cohésion par exemple. Le but est de faire le constat de l'écart entre les attentes et les résultats de la personne. Cet échange doit être factuel.

Lors de cette étape, le but est de valoriser les échanges positifs et de bannir les critiques ou reproches. Il faut s'attacher à comprendre la personne et connaitre ses moteurs de vie ou réelles intentions. L'étape la plus puissante et de déceler les peurs exprimées ou sous entendues. Souvent les actes et paroles sont l'expression de nos peurs. Il faut les déceler et les exploiter en invitant la personne à s'en libérer et proposer des étapes et un suivi dans le temps. Le cadre de la confidentialité des échanges doit être clairement fixé et tenu.

Invite them to share their perspective on the feedback. Listen actively and empathetically to their concerns or explanations. This helps them feel valued and understood.

Emphasize that your intention is to support their growth and development. Reiterate your confidence in their abilities and willingness to help them succeed. Check in periodically to see how they are progressing and offer additional support or guidance if needed. This shows your ongoing commitment to their success.

Feedback/coaching between a leader and employee should be a regular (monthly?) event. No special follow-up is need because it on an ongoing basis.

The premise is about giving feedback to someone who is highly sensitive or easily offended. How do you know this about the person? If it’s an open fact, before one needs to give difficult information, ask them how they like to receive feedback. I give a presentation to teams on different communication styles where we can set the ground rules before we need to engage in a sensitive conversation. One needs to be cognizant of what they are saying, what’s being heard, what was meant and what was understood. And one needs to be aware of the information being relayed as well as how it is presented.

The premise is about giving feedback to someone who is highly sensitive or easily offended. How do you know this about the person? If it’s an open fact, before one needs to give difficult information, ask them how they like to receive feedback. I give a presentation to teams on different communication styles where we can set the ground rules before we need to engage in a sensitive conversation. One needs to be cognizant of what they are saying, what’s being heard, what was meant and what was understood. And one needs to be aware of the information being relayed as well as how it is presented.

The premise is about giving feedback to someone who is highly sensitive or easily offended. How do you know this about the person? If it’s an open fact, before one needs to give difficult information, ask them how they like to receive feedback. I give a presentation to teams on different communication styles where we can set the ground rules before we need to engage in a sensitive conversation. One needs to be cognizant of what they are saying, what’s being heard, what was meant and what was understood. And one needs to be aware of the information being relayed as well as how it is presented.

The premise is about giving feedback to someone who is highly sensitive or easily offended. How do you know this about the person? If it’s an open fact, before one needs to give difficult information, ask them how they like to receive feedback. I give a presentation to teams on different communication styles where we can set the ground rules before we need to engage in a sensitive conversation. One needs to be cognizant of what they are saying, what’s being heard, what was meant and what was understood. And one needs to be aware of the information being relayed as well as how it is presented.

The premise is about giving feedback to someone who is highly sensitive or easily offended. How do you know this about the person? If it’s an open fact, before one needs to give difficult information, ask them how they like to receive feedback. I give a presentation to teams on different communication styles where we can set the ground rules before we need to engage in a sensitive conversation. One needs to be cognizant of what they are saying, what’s being heard, what was meant and what was understood. And one needs to be aware of the information being relayed as well as how it is presented.