Cliches like there is no "I" in team actually mean something. If a team member is resisting feedback, they are not a team member, they are simply a player wearing the same jersey. If the feedback is framed to show how it moves the whole team forward and one player disagrees, then the team needs to speak as one or the coach needs to step in. A coach's role is to teach the players how to be a part of a team. Train them first, retrain them once more if it is the same mistake or if they don't seem to grasp the team principle and then replace them if they make the same mistake after that. I appreciate superstars individual contributors, but I will choose a cohesive team over them if I have a choice for team efforts.

Approach the situation with empathy and open-mindedness. Engage in active listening to understand their perspective, and communicate feedback in a non-confrontational manner. This has personally worked wonders for me and has helped me resolve conflicts in all walks of life. I will break it into 3 pointer solution - 1. Showing genuine interest and understanding of the team member's viewpoint. 2. Deliver feedback using "I" statements to express your perspective without placing blame, such as "I noticed..." or "I feel that..." 3. Encourage a dialogue by asking open-ended questions to explore their resistance and find common ground for improvement.

It can be difficult to resolve conflicts with team members who resist feedback, but it is necessary for a positive work environment and overall team performance. The first step is to determine the source of the resistance. This could be due to a fear of being criticized or a lack of trust in the team. It is critical to address the root cause once it has been identified. Clarifying expectations, and encouraging team members to share their perspectives. It is critical to establish open communication and mutual respect in order to build trust. The ultimate goal should be to create a positive and supportive work environment in which everyone feels comfortable giving and receiving feedback.

In my opinion identifying the root cause is pivotal in resolving conflicts with feedback-resistant team members. Whether rooted in insecurity, defensiveness, divergent expectations, or external personal/professional issues, understanding these underlying factors allows for a targeted and empathetic approach. By recognizing and addressing the specific concerns and needs of team members, you can foster a more constructive dialogue and work towards a resolution.

Step One: identifying the root cause. Think of it as the GPS for navigating the corporate jungle. Ever pondered why some team members resist feedback? It's a bit like solving a mystery. Clues often point to insecurity, defensiveness, or a touch of threat. Maybe it's a clash of expectations, goals, or perspectives. Or, there's a personal or professional twist impacting their vibe. Here's the scoop: Unravel the resistance mystery, and you'll wield the power of a personalized strategy. It's not just conflict resolution; it's the finesse of harmonizing your corporate orchestra.

As a leader, it is not about giving feedback. It is about your team members receiving feedback. This means you have to make sure the circumstances are as good as possible to receive feedback. Usually this means the situation and state-of-mind are quite neutral. In a hectic environment and when emotions are (still) high, it is not the right moment to receive feedback; even if you are ready to share.

In every communication the timing is just as important as the content and the tone, which are crucially important. In terms of place, as much as you can praise people publicly and criticize them privately. There are times when team morale can require calling someone out in the group, like when the person is using abusive language or late to 5 meetings in a row, but you should have a very good reason to criticize someone in front of others.

Time and place is important for feedback, but so does the medium through which you provide it. For example, if your co-worker needs time to process information, then writing down and sharing feedback ahead of a conversation could be more effective. It will give the recipient time to digest the feedback, reflect on it, and come to the meeting ready for a conversation. Otherwise, the result of feedback could be the recipient becomes defensive, which will be unproductive and potentially messy. How do you figure out the right way to deliver feedback? It's easy. Just ask the person.

This point is crucial. If you know them, you know where they feel in a welcoming environment. Field people will prefer an external activity. A bit of psychology and true interest here and you're done.

Many people are familiar with the sandwich method and so will assume the positive feedback aspects are disingenuous. This undermines trust and can leave the recipient feeling disrespected. Positive feedback is important, but make it honest and don’t wait until appraisal time to give it. Also be constructive with ways to improve, rather than just giving a list of things they do wrong. The hardest part is showing the way by being open to constructive feedback yourself!

If we understood, then we would understand. One of the greatest causes of conflict is misunderstanding, lack of understanding, and unwillingness to understand. By listening, we don't just absorb information...we seek to understand "what is it like to be" this person. Allow yourself to imagine the first person perspective shared with you, and try to comprehend what the world looks like from behind the other person's eyes. Empathy isn't about "feeling someone's pain" but about understanding their vantage point and extending your own circle of concern to include that perspective. And for leaders, you must want to listen and empathize before you can really do it.

Understanding what’s at the root of a conflict can be crucial for finding a path forward. Listening to the pain points and collaborating on a solution can yield the best results.

Understanding what’s at the root of a conflict can be crucial for finding a path forward. Listening to the pain points and collaborating on a solution can yield the best results.

Most of the time people suffer of a lack of true consideration, one of the biggest waste in management. Hence why feedback is coming back in force in many companies. Take 1 hour to truly listen to them can be a source of many good ideas or at least make them leave the status quo to take ownership and conduct the change if you invite them to. It's a matter of trust.

People are who they are. They have strengths and weaknesses. Sometimes feedback won't actually solve the problem. For example, let's say your feedback for someone is that they have poor attention to detail because for long documents, you often find grammatical errors. Instead of going through an extensive list of how to improve their attention to detail, a better solution would be building a process to run all writing through ChatGPT to check for grammatical and spelling errors. This way you're pro-actively solving a problem with a new process, while letting someone still be who they are. This obviously only applies for work product situations. Make sure you're following up on interpersonal feedback!

It doesn't make sense to ask people their opinion if finally you don't carry the necessary changes behind. Frustration and non contributing attitude is often the result of many requests without any restitution.

Effectively resolving differences with resistant people first requires understanding their perspectives. Create an open, blameless dialogue allowing them space to voice why they struggle receiving critiques without judgment. Bridge gaps by conveying how diverse viewpoints & constructive criticism ultimately fuels personal growth and collective team achievements long-term. Reframe feedback as an enabling tool for self-betterment and positive change rather than a punitive measure. With persistent compassion and emotional intelligence, the most stubborn walls hindering team cohesion can transform into promising foundations for cooperation through change management coaching techniques that inspire accountability, empathy, and advancement.

Patience is the key while dealing with people of different personalities and teams. Taking a step back and letting others enjoy breathing space is sometimes key to building interpersonal relationships. Once you have made a good rapport with the person, have 1-1 polite conversation with the person. Sound how you are personally affected and need their cooperation. They would surely start co operating and welcoming feedback from you. Most importantly feedback should never sound as pointing to their mistake. It should be how you are affected and need their help

Perspective and principles. I try to get a true perspective of the other person's point of view, empathizing with what they are resisting — I guarantee, there is something personal to them creating the resistance. Get to know this part of the person, they have a first-person, present tense stream of consciousness just like you -- learn it. Then, appeal to the principles of your team that can help the personal tension transform into a constructive "what to do about it". I find that when people are resistant, it is for personal reasons and by appealing to share principles, we can help resolve conflicts for everyone's common good.

Feedback is always easier to deliver if you have a relationship with the person beyond work. Spend time with the people you work closely with in and outside of a work context. By building a genuine relationship, it makes it easier to have a direct conversation with the recipient knowing you have good intent. This relationship also opens the door for feedback to be more real time instead of formal. You can have gentle nudges instead of letting something amount to a situation in which you need a formal sit down. Generally, you're life will be better if you like your co-workers and spending time with them outside a professional context.

Conflicts only occur when conclusions are drawn without involving the customer. And when the customer isn’t involved, everyone’s guessing. Instead of debating which product marketing campaign might be best, involve the customer with a pitch, and move on their feedback. Instead of debating which product optimisation/improvement is best, test them with real customers (either as a working concept, a pitch, or a limited rollout). No more guesswork. Feedback is directly related to the source. No more conflict!