Ein Auszubildender ist von dem Feedback in einer Skills-Session überwältigt. Wie können Sie ihre emotionale Reaktion unterstützen?

The "I feel your pain" approach can have merit. The issue is, we need to find out where the 'lockout' came into play. Why did this person suddenly 'check out?' I believe taking them away from the group and giving out big hugs is a mistake. Instead, we're going to stay together - we're going to politely and with humor whenever appropriate, find out what the roadblock is. As a group. Yeah, it's a kind of Kumbya moment - but that's exactly the point. Leaving someone behind because they lock up on a topic is cruel. Too many times I've seen an issue come up in this excercise and had others chime in, "Holy Crap! I thought I was the only one who didn't get that part!" One person's breakdown almost always leads to a revelation for others.

Feedback plays an important mechanism is helping us gauge where we stand. However, what we need to focus on when receiving critical feedback is to practice the art of responding and not reacting. It does make one feel overwhelmed when a negative remark is made, however, take this as an opportunity, rather than as a criticism. If in disagreement of the feedback, take the step to effectively engage, rather than having a conflict with the person who shared his or her feedback. Sometimes, due to our subconscious behavior, we may not be aware of our actions, and this is brought to light. Observe the trend pattern of the feedback pattern and if it maintains uniformity, then it's time to take corrective action. Remember, RESPOND & not REACT

To support a trainee who is overloaded with criticism during a skills session I would : 1. Pay close attention to them and allow them to fully express their emotions without any interruptions. 2. Assure them that feeling overwhelmed is common and that criticism is intended to help them develop. 3. Tell them to take a quick pause to unwind and clear their heads. 4. To counterbalance the criticism, highlight their accomplishments. 5. Inquire if they require assistance with anything specific or if they would like to talk about the comments with me. 6. To increase their self-confidence, maintain a cheerful and encouraging demeanor.

How you deliver feedback can set the tone for the conversation. If you have knowledge of the person you are giving feedback to, you may be able to adjust the environment to better deliver your message in a way it will be readily received. You need to consider what feedback is required and if you need to deliver all of the feedback points in one conversation. If you have the opportunity to space feedback out, it can help you focus on the key points of improvement, and reduce the likelihood of overwhelming. The risk if someone gets overwhelmed, is you may set them back rather than help them progress. Focus on actively listening to replies. Ensure you are there to offer support, expand and provide clarity, and if possible suggest guidance.

This goes to point 1 above. Almost always, the reason for someone to struggle is some definite point. Is it terminology? Do they struggle with the concept of 'closing' a sale? Is this a good fit for them? We have to slow down and appreciate the feedback from those struggling. Two things happen. We build trust with the entire team. We also give them permission to voice their concerns. We won't have all the answers and for God's sake, we sure shouldn't just make up stuff. However, it's through this dialogue in training that we often discover this individual has not bought into their responsibilities. And in a fair number of cases, the one-on-one discussion later that day was about, "is this the right fit for you?"

The feeling of overwhelm often stems from having a lack of control of the situation. Ensure that the goal setting experience is a conversation. Don't give your trainee goals. Discuss potential goals with them - give them back control.

In many instances, one tends to take feedback as a challenge to prove back and start to work aggressively. This may lead to even worse consequences. Observe your feedback as a pattern, and based on the trend, start working on the remedial steps. If it is to change a habit, start working on the process of improving 1% every day, you would see a 10% change after 10 days, and so on. Start following similar influential trendsetters and try replicating their habits, you may not be able to achieve all of it, but as mentioned earlier, a 1% improvement every day, is more than sufficient to bring about massive changes, however, consistency is the key. Once the habit is mastered, work towards perfecting it and become the best in it.

When I started my training journey as a Coach, my Mentor advised me to not just be complacent with my skills and talents but rather start following those who have made it big despite the odds and challenges they faced. My most practiced approach was to follow influential icons on social media handles, read their biographies, and closely follow their insights. This is indeed a highly effective tool to learn the habits of exceptional leaders. Additionally aligning with a like-minded community group further gave me the much sought-after support tool to learn tremendously. This also served as an effective networking platform to garner varied business projects, become a Mentor to others, share insights, and regularly learn from varied experts.

The support system should be created FIRST, not last. If you think there is likely to be a lot of difficult feedback, think about the most appropriate mechanism, cadence and environment for feedback to happen BEFORE it is delivered.

Create specialists within the team. Everyone will gravitate to something they really enjoy better than anything else. I've seen employees who, (yes it's true) love handling customer service issues. Others who really like to train on technical areas. Identify strengths within the team and utilize these people in areas where they can support us in managing the business. The buy-in from the group is profound when they feel empowered to share the skills that excite them the most. This is how teams are built. This is how cross trained experts in a field back each other up and support the corporate vision.