What do you do if your team members are not responding well to your feedback?

Teams are more often than not made up of different people from different backgrounds,different personalities,different points of view. The one size fits all approach doesn’t always work, especially now in the era of the knowledge worker.The galley slave model is dead.As a leader you need to understand the diverse personalities that make up the team and what approach gets the best response from the different individuals.Simple feedback may be vanilla and appropriate for all.More complex feedback requires the leader to adapt the approach to ensure that it is well received and understood by the individual,even if it is difficult in nature.Open,Clear,Honest,Direct,Unambiguous feedback is always easier to deliver and cannot be misconstrued.

Analyze Root Causes: Identify reasons for resistance, like communication issues or personal concerns. Provide Clear Feedback: Deliver feedback clearly and constructively to encourage open communication. Support Team: Equip members with tools and resources to implement feedback effectively. Lead by Example: Demonstrate receptiveness to feedback to foster a culture of improvement. Monitor Progress: Track team progress and acknowledge achievements to motivate ongoing improvement. Handle Resistance Privately: Address persistent resistance confidentially to find collaborative solutions.

Why? Why? Why? You need to know your audience, and your team is not different. Why are they not responding to feedback? Is it your approach? Did you do a good job of explaining yourself? Have an honest dialogue? Maybe it's not you, but they are burned out and not engaged. Follow up and consider all of the possibilities.

I think it’s important to self-reflect first and try to understand why they might be responding negatively to the way you are providing feedback. Run some scenarios and examples with other colleagues you trust to get their feedback on how you might change your approach. Also if someone in your team has provided feedback that is not complimentary, be open to having a discussion with them to get a deeper understand why they feel that way and what you could do to get a better working relationship. Also be conscious that we are all human and individuals can have personal things effecting them. Empathy first not ego - put yourself in their shoes and try to understand from their perspective. We can all learn a lot by doing that.

When team members aren't responsive to feedback, it's an opportunity to reinforce the importance of our collective growth mindset. More specifically, in our team, our proactive approach to seeking feedback reflects our commitment to personal and collective development. We truly embrace failure as an opportunity to learn and grow, fostering a culture where setbacks are viewed as steppingstones to wisdom. By actively seeking feedback, we not only enhance individual skills but also strengthen our team's resilience and adaptability. Our goal is to cultivate a collaborative environment where continuous learning fuels our collective wisdom, enabling us to navigate challenges with greater insight and effectiveness.

I have command in my top ten Gallup Clifton Strengths. Clarity and a direct approach is in my DNA. I expect that out of those that work for me. If the message is not clear and direct it is wide open for interpretation . I find transparency and an open dialogue in all interactions ensures you are fully understood while giving others a chance to question, and offer their opinions and insights as well. This builds a well rounded team that is comfortable, takes risks and feels empowered.

Communication is a two way process. Messages not received are not messages. Assess your own approach and if acceptable, try to understand the employees signal blockers they may be putting up. Adjust your communication/message accordingly. Self reflection first!

Reflect on your approach and ensure your feedback is constructive and respectful. Seek to understand their perspective and listen actively to their concerns. Clarify expectations and provide support if needed. Encourage self-reflection and seeking feedback from others. Adapt your approach and try different methods of delivering feedback. If necessary, involve a mediator or HR representative to facilitate a constructive conversation.

When giving feedback, it can really help if you know the person on the recieving end. Not one strategy may work on everyone effectively and as a manager you should be in-tune with how the individual members of your team react to it. I know people who take feedback as an opportunity to learn and grow whereas some may take it as a personal attack. In such cases appreciation of ones work should also be highlighted.

First, need to understand if the goal/task was fully understood. Open Dialogue with the Team, what was the expectation. When something goes wrong it is, normally, Management fault

I live by.. Their perception is my reality. So discuss the issue. I've found I can request the outcome and skip the steps to achieving the outcome. Stopping and talking that through has helped me many times.

First we need to understand the reason for the inaction from team. So, the best initiative should be to open discussion and understand their collective opinion. Post which you can explain your initiative and ask them to follow your instructions. As a leader it is your job to convey your opinion and convince them and bring them together to follow.

No meu ponto de vista e necessário ter um diálogo aberto com o seu time comecar a resolver uma dificuldade uo problema junto aos clientes.

Initiate an open dialogue with your team to understand their perspective. Ask them what they think about the feedback and if there are any obstacles preventing them from acting on it. This conversation should be a two-way street where team members feel safe to express their concerns and thoughts. Demonstrating that you value their input can help build trust and make them more receptive to your guidance.

One thing I have found helpful in my experience is to express concern and genuine empathy, and additionally find the right time to approach them. My previous manager gave me some sound advice (under her mentorship) she said, that whenever giving feedback, always ask if this is the right time to talk to them, as you never know where their headspace is. Make sure that when you are giving feedback it comes from facts and is devoid of judgement. Approach them to help and clear any misgivings about the situation. Ensure they realize you are on the same page.

If therapy has taught me anything, it's that we all interpret feedback and messaging differently. A lack of response may stem from misunderstanding or misaligned priorities, preventing progression. Seeking understanding in an open conversation of 'when I say or ask for XYZ, how does that translate/what is your understanding on how to address it?' to find the common ground and move forward with clear alignment.

Open dialogue should have happened during the initial roll out of the information, create a safe space for input and address concerns right away.

One thing I’ve learned is it’s extremely important to get to know your team (individual personalities) and develop clear communication on an individual basis. You have to learn your team members strengths and how they learn / intake information as everyone is different. By developing this understanding, you will create a safe, comfortable, and productive environment where everyone feels valued and empowered to contribute their best work.

Individuals are all unique and should be treated as such. This said I employ a mix of the following approaches catered to need: - Recognize individual learning and communication styles by asking team members how they prefer: to receive feedback / to be taught / to operate. - Listen actively, ensuring they feel heard & understood + take note for future. - Frame feedback constructively and establish regular check-in / 1x1s for ongoing challenges and ideas + for those that like more hands-on management. - Adapt your guidance to their specific roles, and encourage self-assessment to promote receptivity & personal growth. A personalized approach not only respects their preferences but also builds a trusting, collaborative environment.

If your initial feedback wasn't well-received, consider adjusting your approach. Tailor your communication to the individual's learning style and the specific context of their role. Some team members may benefit from visual aids, while others might prefer a step-by-step walkthrough. Remember, a one-size-fits-all approach rarely works, so be flexible and willing to adapt your methods.

When team members are not responding well to your feedback, it's crucial to reflect on your delivery, seek to understand their perspectives, and tailor your approach accordingly. Provide specific examples, foster open dialogue, and offer support and resources to help them address areas for improvement. Monitor progress, be open to receiving feedback yourself, and continuously refine your feedback delivery process to encourage receptiveness and collaboration within the team.

Not responding well to manager's feedback could be caused by many reasons. The best and first step is to listen carefully from the employee's voice and evaluate the situation. Every people has different styles for approach and you should recognize to choose the right way. As long as you can catch and touch them, continue asking to define the causes leading to their behaviors. Reflect yourself as well and together align for next steps with commitment.

Switch communication style and approach. People are different. Don’t try the same expecting different results; lead with empathy

Make sure that everyone follows the basic feedback rules, e.g. helpful, constructive formulations, I-messages or respecting the time and space for the conversation. Before the conversation, make sure that the other person is receptive and not in a stressful situation. Feedback should help the other person - so dose your feedback in such a way that the other person can accept it. It is up to the person receiving the feedback to decide what to do with it.

Based on the feedback from your team members, consider adjusting your approach to providing feedback. This might include being more specific, offering examples, or delivering feedback in a different format.

I find more success getting employees to accept feedback by changing my approach based on personality type and individual needs.

Effective leadership means understanding that each team member responds uniquely to feedback. Tailoring support based on situational leadership is key. For some, clear direction and actionable steps are vital. Others require empathy and encouragement to overcome resistance. Cultivating a culture of psychological safety is essential for fostering growth. By adapting our approach and creating a supportive environment, we empower our team to thrive collectively. Feedback is effective when we are able to create trust, whit trust, feedback is a gift.

If team members are not responding well to your feedback, consider providing them with the necessary support they need. This could include offering additional training, clearer instructions, or access to specific tools or resources. By demonstrating your commitment to their development and providing the support they require, you can help them better understand and act upon your feedback, ultimately improving their performance and contributing to the team's success.

Encourage team members to reflect on their own performance and identify areas where they can improve. Help them set specific goals and create action plans to work towards those goals. Continuously provide constructive feedback in a supportive and non-judgmental manner. Focus on specific behaviors or actions that can be improved, and offer suggestions for how to do so. Recognize and celebrate the progress and achievements of team members as they work towards their goals. Positive reinforcement can boost morale and motivate them to continue improving.

Here's my experience in a nutshell: Habit formation - Get the team to imbibe processes in your presence. Check on them frequently. Handhold if you have to, and slowly begin letting go. It works. Some do better and faster than others, so expect to provide extended support to whomever without discrimination or comparison.

A gestão de contas também pode abranger a elaboração de orçamentos, o acompanhamento do fluxo de caixa, o pagamento de contas e a gestão de investimentos. É essencial para garantir a saúde financeira e o sucesso a longo prazo de uma organização ou de uma pessoa.

Effective leadership means understanding that each team member responds uniquely to feedback. Tailoring support based on situational leadership is key. For some, clear direction and actionable steps are vital. Others require empathy and encouragement to overcome resistance. Cultivating a culture of psychological safety is essential for fostering growth. By adapting our approach and creating a supportive environment, we empower our team to thrive collectively. Feedback is effective when we are able to create trust, whit trust, feedback is a gift.

Unwanted advice is unasked for criticism. Advice that is correct and clear is often seen as more critical because it reveals weakness, failure, and embarrassment in the situation. Providing an example and taking on as much of the burden as possible, without expecting anything in return, is the only successful way I’ve found to coach team members. If they won’t follow my example, correct what I’m revealing by my actions, or provide appreciation, then there’s not much more that could be done.

Support begins even before the first feedback meeting. Make sure that everyone knows and understands the basic feedback rules. Clarify the role of the feedback recipient in advance. It's important to listen carefully and understand what the person giving feedback wants to say. When you receive feedback you don't have to take a position on it. As the recipient, listen with a certain tolerance and composure so as not to fall into the "offence trap". See feedback as a process. The conversation is at the centre. However, the quality of the feedback depends on consciously observing the other person and good preparation for the conversation. Support in the implementation after the conversation is the prelude to a consistent culture of dialogue

Offer support and resources to help your team members address any challenges they may be facing in implementing your feedback. This could include additional training, mentorship, or coaching.

Company should have plans for developements…. To incress the contributions of each individual….. Seminars, and Trainings are important to uplift their knowledge on whats new in every industries….

In my experience, it is easier for the recipient to accept the feedback if I formulate it as a wish - e.g. about adapted behaviour or a different approach. The goals and possible support can then be agreed together during the conversation. In this way, the person receiving feedback can also take responsibility and remains in a formative role

When team members are not responding well to feedback, it's essential to set clear, achievable goals to guide their improvement. Breaking down larger objectives into smaller, manageable tasks aligned with the feedback can provide a clear roadmap for their development. This approach helps team members understand what is expected of them and how to progress effectively, fostering a sense of direction and clarity in their actions toward improvement.

Clearly communicate expectations and goals to your team members so they understand what is expected of them and how their performance aligns with these goals.

Setting Goal are a must…. This would help knowing their positive and negative attributes as an individual and as a Team Player…. Rewards can be impost in a limited period of time so they can be eager to accomplished it as soon as possible…. From this perspective you can easily determine what the lack the most and go back to no. 1 to 4 to uplift them on those aspects that they are weak and to strenghten it for their development….

As a team leader, I've tackled the challenge of my team's reluctance to feedback by setting clear, achievable goals. I break down larger objectives into smaller tasks that align with the feedback, providing a clear roadmap for improvement. This approach helps my team understand expectations and how to meet them, making feedback more actionable and relevant. As a result, I've seen a positive shift in their response to feedback, with increased motivation and performance.

Something´s wrong with targets if team is unhappy about them either they have not been involved in target setting or the environment has changed so much that set targets are not reachable in set time. Either a new timeline or more resources.

The follow up is an extremely important part of the feedback loop. Holding YOURSELF accountable to following up instils confidence with you, in your team. It also provides you a great window to asses progress after providing adjusted feedback. Its a awesome opportunity to praise wins and really build momentum within your team. At the same time, if done properly, under performance can be addressed and hopefully reversed with regular follow up. A key point here is that feedback NEEDS to be two ways, regular follow up gives you the chance to get feedback from your team members on how you have communicated a message and strengthen your feedback delivery skills.

Implementing the culture of feedback in any organization is always accompanied by great challenges, and will require perseverance, discipline and a very deep knowledge of the team. Today, the generational mix, cultural diversity and the great differences between profiles are the triggers for every leader to ensure that they provide feedback to their collaborators in a differentiated way, that is to say, a tailored suit for each member of their team. I would add to the previous 6 pillars, listening kindly and honestly.

When team members aren't responding well to feedback, it's important to maintain open communication channels and provide ongoing support. Regular check-ins allow you to monitor their progress, offer additional guidance, and address any concerns they may have. This demonstrates your commitment to their development and helps them feel valued as part of the team. Remember, feedback is a continuous process, and your consistent engagement can ultimately lead to improved performance and a more cohesive team dynamic.

One thing I have found helpful is to be transparent without judgement,offering solutions not criticism. We are all human, we all have different views on how we should or should not approach our team members with follow ups for feedback. Having a bit of common sense and empathy goes along way. Train the staff the way you want to see the end results. Can’t go wrong if they are trained up.

Are you providing insight into how individual feedback ties back into the bigger picture ? Too often metrics are viewed in isolation vs. how an individual contributes to the overall strategic success.

Your team needs to know you care and want to check in. Ask questions, engage with them, and offer assistance. If they want give suggestions, take them to eat any buy them massages;

When my team members don't respond well to feedback, I don't just stop at giving feedback; I follow up. I regularly check in with them to see how they're progressing and offer further guidance if needed. This approach shows that I'm invested in their development and willing to help them overcome challenges. These regular check-ins also allow me to gauge the effectiveness of my feedback and make adjustments as necessary. It's a way of showing that I'm not just their leader, but also their supporter and coach, and that their growth matters to me.

Follow up is definitely important to ensure understanding and proper execution is taking place. Depending on the audience or tasks/ development provided you may need to follow up right away.

Regularly follow up with your team members to monitor progress, provide ongoing feedback, and offer support as needed. This shows that you are invested in their success and committed to helping them improve.

Understanding that each team member uniquely receives and provides feedback is vital. Initiating one-on-one meetings early on is crucial for discerning individual feedback preferences. This method, while not foolproof, is fundamental in setting clear expectations and maintaining open dialogue. It’s important to reassure team members that feedback aims to support their growth. Follow-up in subsequent meetings to evaluate progress. If issues continue, leaders should guide employees toward solutions, rather than prescribing actions, underscoring a supportive leadership approach.

Out of Office Conversation. Follow the steps - 1. Set up a meeting outside the office environment 2. Anticipate that the meeting will start on an odd note 3. Think of ice breakers. Generally family, kids education, parents are good conversation starters. 4. Share your journey and learnings with lesser success stories and more failure stories 5. How you survived the challenges and your learnings 6. Share your learnings in garb of the feedback for the person. 7. You will come out of the meeting much better

While you definitely for prepare all the above points, it is critical to be Authentic. Only then will it connect and allow the team to lower their defensive guards.

Everyone responds to feedback differently; you need to be aware of this and learn how each team member likes to receive it so that you can effectively communicate your point in a positive and constructive way. For example, I like it when someone is direct with me. However, I've led many team members over the years who don't like that approach. Beyond this, it's also important to go into each discussion with good intentions, a clear idea of the outcome you'd like to achieve and to ensure the conversation is as open and transparent as possible. It's not about who's right; it's about what's right. After all, what's the point if you win the argument but lose as a team in the long term? Remember, it takes a team to make a dream work.

Giving feedback is an art, one often forgotten the further we feel we have travelled up the greasy pole. Perhaps the first place to look is at oneself for the answer, there are lots of models out there and each serve a different type of feedback (in my mind at least) SBI (Situation, Behaviour Impact) is one that I find fits many circumstance (but not all). So have a few models in mind, consider the vehicle that delivers the feedback (you), make sure the environment is perfect and above all keep an open mind.

Ensure that feedback is provided with visuals and examples. Keep charts, scribbles and diagrams ready, or simply draft them in their presence. Make sure you check whether they have understood, throughout the session. Remember: some people's visual side works, whether other may not need it. And make sure these sessions are recorded for future reference and training purposes.

It's important to also consider factors such as workload, work environment, and personal circumstances that may be impacting your team members' ability to respond to feedback effectively. Adjustments may need to be made to support their success.

From Human Resources perspective, always address resistance and seek to uncover any underlying causes. When team members do not respond appropriately to feedback from their managers there are two main guiding principles that have been applied and true in my experience. 1. Build relationships with the team members first, then build trust. When there is a relationship the feedback from managers to their team is seen as constructive (positive and helpful) rather than critical (negative and blaming). 2. Be specific with the examples given with the feedback rather than a general statement, and provide the impact of the unwanted behavior. Then share the tools that will help the team member be successful in future tasks.

another thing to consider is the team members’ strengths. are their strengths aligned to what they need time to do accomplish? one thing that great leaders do is to ensure their team members are setup to be successful, which includes positioning the members to where they have strenghts, and in turn, where the company will benefit best.

If the issue is widespread and not limited to few individuals you can use anonymous surveys. Such surveys can tell you some common concerns going on across the organization.

It's important to keep in mind that what works for me may not work for everyone else. Instead of constantly sharing my opinion, I should focus on understanding others' perspectives and needs. In fact, perhaps I am the one who could benefit from receiving feedback.