When a team member resists feedback, the key is shifting the conversation from discomfort to growth. It starts with a simple acknowledgement of their feelings—feedback can sting. From there, steer the discussion toward solutions, focusing on how improvement benefits them and the team. Offer specific examples but avoid sounding too prescriptive—people react better when they feel heard, not just told what to fix. Empower them to take responsibility for their growth and give them space to make the changes themselves. The goal isn't just to correct but to spark lasting change.

The process couldn't be more straightforward: individual and candid conversation, focusing on factual data about behaviours rather than personality. Then, incorporate feedback from other team members, both differing and similar opinions. Finally, allow 'time' to work. There are two interesting articles on this topic: "Saving Your Rookie Managers from Themselves" "The Set-Up-to-Fail Syndrome"

Giving feedback on criticism requires a very thoughtful and empathetic approach. It has to focus on growth and not reprimanding the person. Acknowledge their strengths by using the sandwich feedback method and collaborate with them to leverage their strengths and encourage self reflection. Most importantly this feedback and conversation should be based on facts and not on others opinions. Be clear in your objectives and the impact of their actions.

Providing feedback to someone resistant to criticism can be challenging, but it’s an opportunity to build trust and growth. Here’s how: 1. Start with empathy: Approach the conversation with understanding and genuine care. 2. Focus on specifics: Discuss behaviors, not personal traits, and provide clear examples. 3. Collaborate: Frame feedback as a partnership to achieve shared goals. 4. Highlight strengths: Balance critique with recognition of their contributions. 5. Be patient: Change takes time; create a safe space for open dialogue. Remember, feedback is a tool for development, not judgment. A positive, supportive approach can help even the most resistant team member thrive!

Simply put, accepting feedback takes trust and building trust sometimes takes time. I’ve found that looking inwards is a good start. “Am I saying or doing things that art contributing to this?” I’ve asked myself this question more times than I care to admit over the years. Once I’ve asked myself, I have also opened feedback sessions by asking my report if I am causing the situation (in whole or in part). The rest of the meeting (in private and confidential of course) flows from there. Some think it’s a trick question and avoid it. Adjust tactics if this happens. Some say yes and that’s my opportunity for introspection and growth. Some identify their contribution and that is pure gold when it happens