Du führst ein Team und stehst einem defensiven Mitglied gegenüber. Wie können Sie effektiv konstruktive Kritik üben?

A defensive team member usually points to the fact that they do not feel completely psychologically safe in your team. Whether as a result of the culture or their own past experiences, you need to try to understand why and how you can help. Make sure when you are delivering your feedback, reassure them that everything is ok and that you are trying to help!

There's always a reason why a team member might be defensive. A good leader will ask open questions to understand what’s going on and have a transparent conversation about behaviours. An opening question could be: “I’ve noticed you haven’t been yourself lately, how are feeling at the moment?”

Understanding the defensive team member's perspective is crucial before providing feedback. Engage in a dialogue to grasp their side of the story, demonstrating empathy to lower defenses and open the door for receptive communication. Approach the conversation with patience and a genuine desire to help them improve.

When facing a defensive team member, the 'why' behind the behaviour is arguably even more important than 'what' they say. I recommend: ⌛️ Only engaging when the behaviour is less defensive; take a time out, or agree to meet the next day. 📣 Asking them how they like to communicate - verbally, written etc - some team members will find it easier to articulate what they are feeling in writing vs face to face. Let them write if that is easier. ⏯️ Give them the option to select a different colleague to speak to about the situation. 
🔭 Ask if there is a core value or belief that is not being honoured; is that is why this situation triggers them ? ❓Use powerful questions - ‘What is going on for you’, avoid commenting or labelling.

En mi caso, me ayuda mucho programar las sesiones de retroalimentación con mucha anticipación y en lugares fuera de oficina, un café regularmente es un punto neutro que puede llevar la conversación de una forma más relajada y menos protocolaria, lo cual hará que el colaborador se sienta en más confianza.

Timing is crucial for effective feedback. Addressing concerns when a team member is calm and open to discussion, rather than stressed, can make a significant difference. A private setting also ensures that feedback is constructive and respected, fostering a more collaborative and positive environment. By thoughtfully choosing the right moment and context, we pave the way for genuine growth and improvement within the team.

Give some thought to the timing of these conversations. One-on-one meetings are a perfect time to talk through challenges, check on progress, and provide input on improvement areas. These meetings offer a private setting at a time when your direct report is prepared to talk about their recent performance (unlike when you divebomb them with a piece of feedback when they’re heading into an important presentation). When appropriate, start the conversation by asking if they’re open to feedback (“Can I give you some feedback on that sales meeting?”) to confirm they’re in a headspace to receive and process that information.

Choosing timing does not mean waiting a month, once it is all forgotten. Provide feedback as soon as you can, being specific about the situation. If there are emotions involved, let people calm down. However, do not take it as an excuse to postpone it too much.

When giving feedback, precision and objectivity are crucial. Concentrate on particular behaviors or incidents, employing neutral language to avoid generalizations. For instance, rather than saying, ‘You’re always late,’ consider stating, ‘Yesterday’s meeting began 10 minutes behind schedule.’ Alternatively, utilize the ‘I’ statement approach: Frame your feedback from your own perspective. For example, say, ‘I observed that…’ or ‘I felt concerned when…’ This approach prevents sounding accusatory.

Vague criticism can lead to confusion and defensiveness. Instead: a) Provide clear, concrete examples of the behavior in question b) Use data or metrics when possible to support your observations c) Explain how the behavior relates to job expectations or team goals

Yes facts are important, but there are people who has strong intuition that guides them to make great decisions. So it's always important to take the whole picture and not be zoned in on facts, because facts itself can distort reality.

Asking for go-to-share feedback helps to set the scene. Describe the situation, the behavior you observed, and the impact it had (on you, on the team, on the solution). The SBI framework is of great help here.

1. Fostering Collaboration: - Encourage an open dialogue by asking questions and inviting the team member to share their thoughts. This two-way communication fosters collaboration and shows that you value their input. 2. nvolving in Development: Make it a conversation rather than a lecture to help the team member feel more involved in their own development process. This approach enhances their engagement and ownership of their growth. 3.Promoting Self-Reflection: -An open dialogue can lead to self-reflection and a greater willingness to consider your perspective and suggestions, making them more receptive to feedback and more committed to improvement.

One thing I’ve found works really well in teams where morale is high, is the ability for individuals to discuss concerns and ideas openly and freely without fear of judgement, criticism or isolation. A positive workplace culture will always be open to two way communication and sharing diverse perspectives and lived experiences. The opposite will almost always result in isolation of minority groups and poor cohesion, which in the long term can cause pockets of problematic cliques. Understanding, empathy and open dialogue is crucial in any environment for morale to thrive.

Encourage dialogue by creating a safe, private space for discussion. Start with acknowledging their perspective and achievements. Clearly outline areas for improvement using specific examples and actionable suggestions. Seek their input on solutions and express confidence in their abilities. Emphasize the team's collective goals and offer support for growth. Foster a collaborative atmosphere where feedback is constructive and aimed at mutual success. Follow up with regular check-ins to ensure progress and maintain open communication.

To effectively provide constructive criticism to a defensive team member, use the "SBI" (Situation-Behavior-Impact) model. Focus on specific situations, describe the behavior objectively, and explain its impact on the team or project. This approach keeps the feedback clear and factual, reducing the likelihood of a defensive reaction.

Offer support by framing criticism positively, focusing on behaviors or outcomes, not personal traits. Provide specific examples and express understanding of their perspective. Encourage open dialogue to clarify expectations and gather their input on solutions. Offer guidance and resources for improvement while emphasizing team goals. Ensure feedback is constructive, highlighting strengths alongside areas for development. Maintain empathy and respect throughout the conversation to foster a collaborative environment conducive to growth.

After the initial feedback session: a) Schedule regular check-ins to discuss progress b) Offer ongoing support and resources c) Recognize and celebrate improvements, no matter how small d) Be patient; changing behavior takes time

1.#Commitment to #Development: Regular follow-ups show that you're dedicated to the team member's growth, emphasizing your genuine interest in their progress. This ongoing dialogue reinforces that their development is a continuous priority. 2.Addressing #Progress and #Concerns: Follow-up #meetings allow you to discuss progress, address any new concerns, and provide guidance. This consistent interaction helps identify and resolve issues promptly, ensuring the development process stays on track. 3.Positive #Reinforcement and #Morale: Regular check-ins provide opportunities to offer positive feedback for improvements, boosting morale and solidifying desired behavior changes.

There is never a need to criticise. Offering empathy & understanding as well as normalising that we all have defensive strategies we employ when we feel under threat. Explaining the impact of how those strategies can be experienced is much more helpful & offering support if someone feels like they would like to respond more openly.

Constructive criticism is crucial. There are ways to be critical without hurting someone's feelings. The worse way is to punish mistakes. Appreciate them for trying. Believe me if they really care, it has already impacted them. Even if it is a Million Dollar Mistake. Why not, Henry Ford forgave one of his employee for making a Million Dollar Mistake. In his eyes, that was a Million education Ford paid for his mistake. Now if the employee does the same mistake again, then we have a problem. Making mistakes is part of being innovative.

IMO, effective leadership means fostering continuous dialogue. By regularly following up with team members, we show our commitment to their growth and acknowledge their efforts. These consistent check-ins not only address ongoing concerns but also provide the chance to offer positive reinforcement, boosting morale and solidifying desired changes. Let's stay engaged and supportive in our leadership approach!

1. Ongoing Dialogue for Commitment and Attention: - Emphasize the importance of continuous conversation with team members beyond the initial discussion. Regular follow-ups show your commitment to their development and signal that you are actively paying attention to their efforts and progress. This sustained interaction reinforces the notion that their growth is a priority and not a one-time concern. 2. Addressing Progress and Further Concerns: - Use follow-up meetings to evaluate progress and address any additional concerns that may arise. These sessions provide a structured platform for team members to share updates, seek guidance, and discuss any obstacles they encounter.

The Secret to follow up is to inspect what you expect. It's a way to train your team without looking like you're micromanaging them. And there's nothing wrong with this. Give them a time when you will inspect their work. And be strict about meeting that time. There's no excuses. If you accept excuses, you will accept mediocrity and procrastination. And it will have a ripple effect in your team. Because that's the culture you are creating.

To add to this, Use "I" statements: Frame your feedback using "I" statements to avoid sounding accusatory or confrontational. For example, say "I noticed that..." or "I feel that..." instead of "You always..." or "You never...". This allows you to express your observations without putting the team member on the defensive mode. Also focus on the impact: Explain the impact of the behavior or issue on the team or project. Help the team member understand how their actions are affecting the overall productivity, morale, or quality of work. This can motivate them to make changes.

Use the "sandwich" technique: Present your criticism between two positive comments. For example, "Your work on project X was excellent. I noticed that you've missed some deadlines recently. I know you're capable of meeting them, so let's discuss how we can improve time management. Focus on solutions: After addressing the issue, collaborate with the team member to develop actionable steps for improvement. This shifts the conversation from criticism to problem-solving. Encourage the team member to come up with solutions. Encourage two-way communication: Ask open-ended questions and invite the team member to share their perspective. This helps create a dialogue and shows that you value their input.

Promote the idea that skills and abilities can be developed through effort and learning. This can help them view feedback as an opportunity for growth rather than a personal criticism.

Acredito que a "chave" é estabelecer uma base de confiança e respeito mútuo para que, quando o feedback for necessário, ele venha de um lugar validado. Reconhecer a perspectiva e as emoções do outro também é determinante, pois ajuda a criar um diálogo mais aberto e construtivo. Outra dica importante é ser específico. Em vez de fazer comentários gerais, forneça exemplos específicos. Isso ajuda a outra pessoa a entender exatamente qual comportamento ou ação precisa ser melhorado e por quê. Por último, torne o feedback uma parte regular das suas interações, em vez de um evento raro. Feedback regular pode normalizar o processo e torná-lo menos intimidador.

Know your own strength & weakness & your team member strength and weakness to delegate the work effectivity Know the need, desire & style of yourself & your team member Give credit to your team for the success and also give appreciation to the team member in front of the whole team as well as take d responsibility on yourself 4 failure Give suggestions 4 improve in d performance with d right kind of empathy personally in 1 2 1 session Have COULD mindset rather than SHOULD mindset #teambuilding #effectiveperformance