Quando um líder de alto potencial resiste ao feedback, o coach deve enxergar isso como uma oportunidade de crescimento, não como um obstáculo. A chave é usar empatia e inteligência emocional para entender a origem dessa resistência. Usando de perguntas que possam atingir a causa raiz dessa resistência como: O que o feedback representa para você?

If we give it as feedback then acceptance level could be less but the same message if we give it in a Feed-forward approach, then acceptance will be much better. The good Feed-forward will have Better choice of words High level of emotional intelligence Progressive body language Patience listening Focus on empathy Hyperfocus on their emotional states Being human nature Building safe & comfort space Full fledged confidentiality If these factors are there, certainly the feedback sorry Feed-forward will be accepted wholeheartedly

To address a high-potential leader's resistance to feedback, start by building trust and creating a safe space for open dialogue. Ask questions to understand their concerns and perspective. Frame the feedback in a way that aligns with their goals and growth. Encourage a mindset of continuous learning and remind them that feedback is a tool for their success.

Resistance to coaching? It’s an opportunity, not a roadblock. 💡 As project managers, we know feedback fuels growth—when framed strategically. Here’s my approach: 1️⃣ Empathy First: Listen actively. Understand the why behind resistance to build trust. 2️⃣ Feedback as Fuel: Shift the narrative. Feedback isn’t criticism; it’s a growth enabler. 3️⃣ Value-Driven Goals: Tie objectives to what drives them. A shared vision creates buy-in. 4️⃣ Iterative Progress: Break down development into achievable sprints, celebrating wins along the way. Leadership thrives in adaptability. Share your thoughts—how do YOU turn resistance into resilience?

Ao perceber que um mentorado está resistente a um feedback, procure escuta-lo e entender seu ponto de vista. Conte da sua experiência relacionada a questão específica e acompanhe, sempre aberto, o que pode estar acontecendo.

When coaching a high-potential leader who resists feedback, addressing their resistance requires a tactful and strategic approach. Start by demonstrating empathy and actively listening to their concerns to understand the root causes of their resistance. This helps in creating a safe, non-judgmental space for open dialogue. Next, reframe feedback as an opportunity for personal and professional growth rather than criticism, highlighting how it aligns with their long-term career aspirations. Establishing specific, achievable goals that resonate with their values can also help in gaining their buy-in and fostering a sense of accountability. This method encourages constructive view of feedback and promotes a more receptive coaching environment.

Essa resistencia é o grande sinal de que ele precisa de um acompanhamento e antes de liderar alguém ele precisa liderar-se! - Auto Conhecimento - Estar no lugar certo - Liderar-se

I'm not sure that what a person projects necessarily reflects what is going in inside their heads. Someone can seem to resist feedback, while actually very much taking it to heart. If their goal is to improve and if my feedback is genuine, then I try to have faith that what they need to take to heart they will take to heart. And I try to be understanding and empathetic about their stressors and about the situation that they are in. And if I fail, I fail...

En mi experiencia como Coach para abordar eficazmente la resistencia de un líder de alto potencial a la retroalimentación durante el coaching, es crucial crear un ambiente de confianza y apertura. Comienza por entender sus perspectivas y preocupaciones, mostrando empatía y validando sus sentimientos. Utiliza preguntas abiertas para fomentar la reflexión y el autodescubrimiento, y destaca los beneficios personales y profesionales de la retroalimentación. Además, ofrece ejemplos claros y positivos de cómo la retroalimentación ha mejorado el desempeño de otros líderes. Finalmente, asegúrate de que el proceso sea colaborativo, permitiendo que el líder participe activamente en la identificación de áreas de mejora y creación de soluciones.