Comment donner un feedback constructif à un membre de l’équipe qui résiste au changement ?

Before offering feedback, take time to understand why a team member might be resistant. Resistance often comes from fear, ambiguity, or lack of trust. By empathizing with their perspective, you can better address their concerns and build trust. Listen first, then provide feedback that feels supportive, not just critical. This approach makes feedback more effective and helps foster growth and collaboration.

When giving constructive feedback to a team member resistant to change, I start by creating a safe, empathetic environment and acknowledging their feelings. I then link the change to our shared goals, highlighting the benefits for the team and their personal growth. I provide specific, positive, and actionable feedback, framing it as an opportunity for development. To support them, I offer resources or training and keep the communication open for questions. My approach aims to foster a culture of adaptability and growth, making feedback a constructive tool rather than a critique.

Choosing the right timing to give constructive feedback to a team member who is resistant to change is key to ensuring the feedback is received positively and effectively. By selecting a calm, private moment, aligning with their schedule, and giving feedback soon after the observed behavior, you create an environment where the team member feels respected and open to dialogue. This approach enhances receptiveness, reduces defensiveness, and encourages a more positive attitude toward change, ultimately fostering a more adaptable and collaborative team dynamic.

I find it useful to not rush into giving the feedback. Slow down and invest in trying to understand it first. Is it only in this context or is it a wider problem in more areas.

It’s very important to understand the art of timing, it helps to know how and when exactly to communicate with others. Try to communicate with such team member while they’re less stressed or anxious and in the right environment too so as to ensure proper communication and avoid misunderstanding

Choosing the appropriate timing is all about considering the other person's life, schedule and needs, which comes through. Our message will land best when the other person is unencumbered by other demands, and able to focus on the information at hand.

Always start with the question: "would you like to have my feedback?". When people ask for feedback, it is welcome, listened to, taken into account. Unsolicited feedback instead, is irritating, resisted, rejected. Everybody has the resources to judge their own work. If someone does not want feedback, trust them to deliver the results they promised to deliver.

When providing constructive feedback to a team member resistant to change, it is essential to be specific, empathetic, and focus on observable behaviors rather than personal attributes. Clearly communicate the situation, behavior, and impact, acknowledge their concerns, and highlight the benefits of the change. Encourage open dialogue, offer support, set clear expectations, and follow up to ensure a smooth transition. By doing so, you foster a positive environment where resistance can be addressed effectively, promoting adaptability and growth within the team.

Giving constructive feedback to a team member who's resistant to change requires a delicate approach. Some ways you can do that are - - Start by acknowledging their feelings & concerns. Let them know you understand why they might be resistant. - highlight how the change will positively impact them & the team. Use specific examples & explain how it aligns with their goals/ company's mission. Lastly, let them know you're there to help them, instead of saying, "You're being stubborn," try "I've noticed that the new process has been challenging for you. How can we work together to make the transition smoother?" This approach shifts the focus to the issue, not the individual, & encourages a more collaborative conversation.

Ao vincular o feedback a resultados tangíveis e mostrar claramente as consequências de suas ações, você não apenas fornece uma perspectiva clara sobre a necessidade de mudança, mas também motiva o indivíduo a reconsiderar sua abordagem, promovendo um ambiente mais positivo e produtivo para todos.

Giving constructive feedback by focusing on the impact helps a team member understand how their resistance to change affects the team and organization. By clearly outlining the specific behavior and its consequences, you create awareness of the broader effects and encourage them to reflect on their role in driving positive outcomes. This approach promotes accountability and openness to change, while also offering support to help them adapt, ultimately fostering a more collaborative and adaptable team environment.

Be careful not to sound like you are attacking your teammate here. Remember to be compassionate and using questioning to get your message across. People are more likely to listen to kindness over a rude tone.

When talking improvements, highlight how their actions impact the team and project. Show how resisting change can mess with team vibes, project success, and their own growth. Link feedback to real results to motivate a new approach.

One strategy I have found helpful is to fully engage Emma in the change process as it unfolds: the what, the why, and the how. If she is feeling resistant, reluctant, and overwhelmed, I would suspect she is not the only one. Wherein lies her discomfort, drill down to root causes beyond the expected push-back, and look at those factors in the context of the change itself. Ask her to lead a team of others with questions or concerns and figure out how to identify what is realistic, reasonable, and potentially doable. It may not alleviate all of the questions, but by exploring her own and others' thoughts and hesitations, potential solutions and/or negotiables - for today or down the road - may emerge.

When giving constructive feedback to a team member who is resistant to change, emphasize your willingness to offer support. Make it clear that they don’t have to navigate the change alone. For example, if a team member is hesitant about learning a new software program, say, “I understand this new system feels overwhelming, but I’m here to help. We can schedule training sessions, and I’ll be available to answer questions as you get used to it.” Offering support reassures them that help is available, reducing their anxiety and making them more likely to embrace the change.

Oferecer suporte é essencial ao dar feedback a um membro da equipe resistente a mudanças. No setor de produção, identifique áreas onde o colaborador pode precisar de ajuda, como treinamento em novos equipamentos ou técnicas de gestão de tempo. Por exemplo, se a resistência está relacionada ao uso de uma nova máquina, ofereça workshops ou sessões de mentoria. Demonstrar disposição para ajudar não só facilita a aceitação do feedback, mas também fortalece o relacionamento de trabalho, promovendo um ambiente colaborativo e focado no desenvolvimento contínuo.

We can start by listening to their concerns and acknowledging their feelings. Understanding their perspective can help build trust. With that, explaining the reasons behind the change and how it benefits the team and the individual can make things solid. Clear communication can help reduce uncertainty. Finally, providing resources such as training or additional information to help them understand and adapt to the change will bring faith in the process. Offering one-on-one meetings if needed over a time to come to conclusion.

When giving feedback to Sarah about her difficulty adapting to a new workflow, it’s crucial to offer support. Instead of just pointing out the issues, say, “I’ve noticed you’re struggling with the new workflow. To help, I’m arranging a training session next week to cover the key features. Additionally, I’ll schedule weekly check-ins to address any questions or challenges you might face. If you need further assistance, feel free to reach out at any time.” By providing these resources and demonstrating your commitment to her success, you can reduce resistance and encourage Sarah to embrace the changes more readily.

At this point, empathy, clarity and firmness are key. Start by acknowledging their concerns and the value they bring to the team, which helps to build trust and open dialogue. Clearly articulate the specific behaviors or actions that need adjustment, focusing on how these changes align with the team's goals and their personal growth. Frame the feedback as an opportunity for development rather than criticism, and offer support and resources to help them adapt. Encourage a two-way conversation, allowing them to express their thoughts and work together to create a plan for moving forward, emphasizing that change is a shared journey toward collective success.

Follow-up is essential for feedback to translate into real change. Maintaining an ongoing dialogue reinforces the team member's commitment to development and ensures that issues are addressed in a timely manner. In addition, recognizing improvements during follow-up not only validates the employee's effort, but also motivates them to continue on the path of growth.

Following up is so important, and it's something that often gets missed. It's not just about giving feedback and walking away. It's also about showing that you genuinely care about the person's growth. John Maxwell who is becoming one of my favorite authors says, leadership is all about influence and building relationships. When you follow up, you're proving that you're invested in their development, growth, and that their progress matters to you. Simon Sinek talks about how leadership is a long-term commitment. By following up, you're showing that you're in it for the long haul, not just a quick fix. Plus, it’s a great way to recognize the small and big improvements, which can really keep someone stay motivated and move forward.

Identifier les raisons de la réticence Etre convaincu par une cause nous amène à la mettre en oeuvre. Il faut donc prêter une attention particulière aux raisons de ma réticence. Ensuite voir quel rapport il existe entre les raison évoquées et les idées nouvelles proposées. Cette approche permet de voir si la réticence est fondée ou non. Dans le premier cas, le manager prendra des mesures correctives permettant d’affiner ses idées. Dans le second cas, il faut dialoguer avec le récalcitrant en réitérant les arguments qui motivent la réalisation des idées nouvelles ainsi que la nécessité de leur mise oeuvre. Le dialogue se fera dans un temps raisonnable. Si la réticence persiste, il usera des moyens légaux pour faire respecter sa proposition.