Votre client a du mal à gérer les commentaires de l’équipe. Comment pouvez-vous les aider à se développer professionnellement ?

We had an Exec leader we did a feedback session for and the team was very vulnerable and honest. There was some tough feedback delivered. This leader received it well in the debrief and subsequent coaching session. In a staff meeting shortly after, he tried to get the team to share who had said what. This took the team back significantly in terms of trust. One Exec on his team left the company over it. He was open to positive feedback and pushed against all constructive feedback. My miss on it was asking the Exec where his responsibility sat in all of this. He didn't accept ownership in the coaching session...a telltale sign that it might go poorly for that team moving forward.

Feedback is always a gift. It may be wrapped up with ugly paper and thrown at you, but it's a gift. We tend to see what we want to see. This can happen due to our own biases, fears, or other reasons. These become our blindspots that become barriers to personal and professional growth. Feedback helps us see ourselves or a situation through the eyes of others, even if it's a bit painful. Which is why it's important to be open to it. Seeing the unseen often is the difference between success and failure. Listening and gaining insight through feedback is a gift - it is the gift of your future successes!

Cuando se está orientado a la apertura, se va construyendo una mentalidad abierta y se tiende a crecer profesionalmente. Una buena forma es reflexionar sobre esos comentarios que se reciben e incorporarlos para un mejor desarrollo profesional. Fomentar la retroalimentación es aprovechar el talento del equipo para conseguir las metas que todos comparten.

Over the course of my career, I've seen one truth: vulnerability is your superpower. Forget the old "never let them see you sweat" mentality. It's outdated and toxic. I once worked with a leader who feared team feedback. Our solution? He started each meeting by sharing a personal growth challenge. "I'm working on being more patient. How am I doing?" The impact was seismic. His team opened up. Trust skyrocketed. Productivity soared. Here's the secret: when you model vulnerability, you create psychological safety. It's not about being weak; it's about being human. Remember, true strength isn't found in isolation. It's forged in the crucible of honest feedback and shared growth. Embrace it and watch your leadership transform.

If a leader struggles with giving feedback, it often points to a need for growth in emotional intelligence. The discomfort they feel is likely tied to conflict avoidance, as they may struggle to separate feelings from facts. Feedback becomes easier when they understand that emotions can sometimes hijack rational thinking. To overcome this, it’s crucial to focus on the goal: feedback is about helping team members grow and track their progress. When leaders recognize that feedback is a tool to serve and develop their employees, it removes the pressure of discomfort and reframes it as a necessary part of growth.

Start by guiding them to approach feedback with an open mind, viewing it as an opportunity for growth rather than criticism. Encourage them to analyze the feedback objectively, identifying patterns or recurring themes that might indicate areas where improvement is needed. Ask them to consider the source of the input and the context in which it was given, helping them distinguish between constructive insights and potentially biased opinions. Reflection should also include self-assessment, where the client compares the feedback with their perceptions of their performance.

Guide your client to focus on feedback that is actionable and relevant to their goals. Encourage them to categorize feedback into immediate actions, short-term improvements, and long-term development, ensuring a strategic approach to growth.

Invite the client to step away from the center and place the situation in the middle. Then examine the same from multiple vantage points. That of the team giving the feedback and of other stakeholders as well. How does their own behavior appear to each of these stakeholders. What emerges for the client through this exploration? How does it relate to their own being? Is it in alignment with their values and beliefs or is their behavior incongruent with them? Who did they want to be? What is the impact that they want to create?

It's important to distinguish between actionable insights and noise. This doesn’t just mean analyzing the feedback at face value but digging deeper to understand the why behind it. In addition, prompt them to consider feedback as if they were contributing to a broader story about their leadership journey. By identifying specific behaviors to adjust, they can turn constructive criticism into a catalyst for more effective leadership. Also, good opportunity to practice gratitude -thanking the team for their input reinforces a culture where feedback is welcomed and valued. Emphasize that each piece of feedback is a step toward a more dynamic and adaptive leadership style, shaping a narrative of continuous improvement and growth.

Accept that perception is reality. It doesn’t mean you have to agree with the feedback, but it is someone’s perception and therefore, their reality. Work with the leader on how they want to show up as a leader and use the feedback to identify a plan on how they can communicate and action it in partnership with their team. The partnership part is key. Create an environment that makes it clear it “our team” not “my team”.

After critically reflecting on the feedback, work with the client to identify specific areas for improvement and translate these into concrete goals. These goals should be SMART—Specific, Measurable, Achievable, Relevant, and Time-bound—to ensure they are realistic and trackable. For example, if the feedback indicates a need for better communication, a goal could be implementing more regular check-ins with the team or practicing active listening in meetings. Setting these goals gives the client a clear path forward, turning feedback into a structured plan for development. Regularly review progress towards these goals, adjusting them as needed to keep the client motivated and focused on continuous improvement.

Suggest that your client engage peers or mentors for support and accountability. Sharing their goals with trusted colleagues and seeking feedback on their progress can provide additional perspectives and encouragement.

Customers usually approach a business with questions or doubts and want to find a quick solution to their problems. Therefore, your only goal should be to provide relevant answers and adhere to the context of the customers. Similarly, you need to make sure that the conversation with your customer takes place in the right context. For example, if the customer has called with questions or information related to sales, the conversation should continue around this topic.

Goal-setting is essential, but it’s crucial to guide your client towards micro-goals that build momentum. While SMART goals provide structure, smaller, incremental wins boost confidence and sustain motivation. Encourage your client to focus on one behavior change at a time—sometimes the smallest adjustments lead to the most significant breakthroughs. By simplifying the process and celebrating small wins, the client is less likely to feel overwhelmed, making long-term growth more sustainable. It’s not just about reaching the goal—it’s about creating a habit of continuous improvement.

To help your client grow professionally, focus on developing skills that address the team's feedback. Encourage them to seek relevant training in areas like communication or leadership. This approach will improve their performance and show dedication to the team's success. Regular practice and reflection are key to lasting improvement.

I think helping the client reframe the feedback so it's not seen as criticism but rather opportunity, can be very helpful. I find using reframing techniques and selecting language that is uplifting and focuses on a desired future state has been very successful with clients.

After identifying specific areas for improvement, work with the client to pinpoint the skills they need to develop to meet their goals effectively. Depending on the feedback received, this might involve enhancing communication abilities, leadership techniques, or technical competencies. Encourage the client to seek learning opportunities, such as workshops, courses, or mentorship, to help them build these skills. Practice and repetition are essential, so create a plan for them to apply new skills in their daily work, gradually integrating these improvements into their routine. The client can turn feedback into actionable growth by focusing on skill development, equipping them with the tools they need to perform more effectively.

Ofrecer al cliente formación en habilidades como la comunicación efectiva, la asertividad o la escucha activa le ayudará a gestionar mejor los comentarios del equipo. Aprender estrategias de liderazgo que incluyan la delegación efectiva o la puesta en valor de la confianza, tendrán como resultado un ambiente de trabajo más colaborativo y sereno. Al tener un mayor conocimiento de cómo gestionar conflictos, el cliente podrá encontrar soluciones que sean buenas para todas las partes involucradas.

Developing skills is important, but remind your client that it’s not just about mastering techniques—it’s about staying flexible and open to change. Encourage them to approach learning as a journey, not a destination. Skills like communication or conflict resolution are evolving, and so are the challenges they face as a leader. Rather than aiming for perfection, suggest they focus on being adaptable. Real growth happens when they can adjust, try new approaches, and learn from both successes and failures. This flexibility shows their team they’re committed to learning and leading together, no matter the challenges.

Implementing changes is the key. It is important, though, to understand that it’s not just about your client adjusting—it’s about taking the team along for the ride. Encourage your client to be open with their team about the changes they're making and why. This isn’t just about transparency; it's also about creating a shared journey of growth. Let the team be part of the process. Small, gradual changes can be powerful when everyone is aligned and understands the purpose. When your client communicates their intentions and actions, it fosters trust and signals that leadership isn’t just about leading from the top, but evolving together with the team, it is also about promoting vulnerability and openness within.

Hacer una comparativa entre los resultados que se obtenían antes y después del desarrollo de habilidades es una manera para ver la efectividad de las acciones implementadas. Es algo de sentido común. Por otra parte, las evaluaciones del desempeño o la retroalimentación 360º son otras buenas opciones para medir la efectividad de los cambios implementados.

After reflecting critically, setting goals, and developing the necessary skills, the next step is to implement these changes. Encourage the client to start small by applying new behaviors and strategies in everyday interactions, gradually building momentum as they see positive results. For instance, if the feedback pointed to a need for better communication, the client could begin by consistently practicing active listening in meetings and providing more explicit instructions to their team. Regularly check in with the client to assess how these changes are being received and whether they are making the desired impact. Encourage them to remain adaptable, making adjustments to refine their approach.

Also, suggest they document and celebrate small wins along the way. Recognizing these incremental successes can boost morale and reinforce their commitment to change. Create some regular check-ins, with the team, to assess progress and adapt strategies as needed. This ongoing evaluation helps maintain momentum and demonstrates a continuous dedication to improvement. Finally, seeking out mentorship or peer support groups can help gain added perspectives and encouragement throughout the growth journey.

This is where a 360 survey is critically important. And to be done well, at the executive level, it should be accomplished by an external coach and done personally -- not some copy-paste digital link where the responses are simple continuums and a blank for "other comments." This 360 can provide a feedback roadmap; a good idea of the perceptions others have of the executive along with (hopefully) some loose guidance on what a future could look like. Remember, at the exec level, we are seldom looking for drastic changes -- more nuance shifts that have a significant downrange effect.

This is often the most challenging part of growth is getting feedback and knowing how to ask for it, give it and receive it. It's important to talk about their relationship with feedback, how the best receive it and how to understand it. By getting to terms with what is working, not working and what they may be indifferent to, it's possible to work out a plan for how to manage the feedback process to help them to get the results they want.

Encourage the client to create a feedback loop where they regularly check in with their team to gauge the effectiveness of their adjustments. This could involve setting up brief, informal conversations, sending out surveys, or asking for specific feedback during team meetings. By openly inviting input, the client demonstrates a commitment to continuous improvement and fosters a culture of transparency and collaboration within the team. Teach the client to view this feedback not as a final verdict but as valuable data that can further refine their approach. Regularly soliciting feedback helps the client stay aligned with their team’s needs and reinforces the habit of ongoing professional development.

If you want to have a pleasant interaction with your customers, talk about them, not about yourself. This is one of the principles of talking to customers. During communication, information extraction should be key, which is only possible when you allow customers to express their problems. These conversations should not only be about your products and services, but also about how customers can use them to solve the problems they face. And if you can tie the interactions to your customer interaction strategies, it will have a positive effect on the result.

Foster a feedback culture based on trust and mutual respect. Provide team members with a constructive feedback and ask them feedback on your professional impact. Encourage people sharing feedback among them following a few genuine rules: facts and not feelings, positive attitude and mindset, human respect. Giving feedback is a responsibility and accepting feedback it’s possible if people feel they are among people who believe in them and their potential to improve.