1) Tell the truth with empathy 2) Express your interest in change 3) Focus on the expected behavior and results going forward, not the past.

1) inform beforehand and setup proper formal meeting 2) choose common location like conference room or meeting rooms 3) be objective in your feedbacks and share example with context this explaining situation and not blaming the person 4) ask for their experience and expectation to start with so that their is comfort and easiness in the air 5) set out clear expectations of the role and then the performance metrics against the same 6) be firm in your stand and also as per policy standards

Importante cuando encuentras resistencia al cambio o al feedback de que algo está funcionando incorrecto con un colaborador o varios colaboradores, habrá qué evaluar las razones de dicha resistencia y aplicar algo muy simple después de las mismas: Sí es porqué no sabes, te enseño. Sí es porqué no puedes, te ayudo. Sí es porqué no quieres, te vas. A la fuerza, ni los zapatos dos números más pequeños entran por más que intentes con calzador. Saludos.

¿Cómo enfrentamos los problemas de rendimiento cuando cuando uno o más de los miembros de nuestro equipo requieren una retroalimentación pero se resisten a recibirla? ¡Vaya dilema! Un primer punto es definir cuál es el problema: ¿Por qué los miembros del equipo no quieren recibir una retroalimentación? Punto segundo punto es definir el objetivo al que se requiere llegar. Establecer y externar las expectativas claras. Un tercer punto es dar seguimiento y verificar que se esten realizando acciones para cumplir las expectativas.

While trying to deal with a resistant team member, empathy and clarity are the keys that move forward. Offer him a comfortable and non-threatening environment where one can discuss his performance. Use concrete examples, focusing on behaviors, not traits. The dialogue shall be both ways in a non-confrontational manner as you seek to get his perspective and any hidden concern. Always give actionable steps for improvement and continuously support them to attain new heights. It was in this way that trust and collaboration could be developed to constructively chisel out a performance issue.

Leadership and ongoing training are basic foundations for dealing with resistance; positive feedback brings people closer together and strengthens working relationships, acting as a gateway to learning and correcting professional deviations among team members.

Emphasise , build trust by understanding their view, analyse the view and start connecting the person with her/his view and make them understand to clear the barriers, however any vertical we have to download the expectations asides we must be adding inputs, later a regular monitoring and review will add better results in mending the ways, that’s the leadership quality, I have come across many of these and now some of them are elevated themselves, few got the clarity about and in the verge of becoming more confident.

I consider that resistance to feedback is a pivotal moment for leaders to align individuals with a shared purpose while demonstrating emotional intelligence. By reframing feedback as a commitment to personal growth and collective vision, I prioritize empathy to uncover resistance and build trust, and clarity to connect expectations with measurable outcomes and the team’s broader mission. When treated as an ongoing dialogue, personally I do it weekly, feedback becomes a driver of adaptability, innovation, and purpose, unlocking both individual and organizational potential lowering the resistance of any team member.