How can you build a relationship with a coachee who is not open to feedback?

- Start with establishing your role as friend and the importance of the safe space between the two of you. - Stick to feed forward as the style of delivery. Start with how the Coachee’s Well-wishers appreciate and have benefitted from his/her strengths and behaviours. - And how they would appreciate if the Coachee could further adapt and add a new behaviour(s) in the coming days and months that may bring gains to all including the coachee. - Re-iterate how the Well wishers (those who took the time out share their inputs) remain invested in the Coachee’s future.

- Establishing trust , being authentic and ofcourse, the tone of the conversation matter a lot . - Knowing their personality and learning style play an important part

I would start by questioning the 'Need' of the coaching engagement and the 'Reasons' for the Coachee to have signed up. This will facilitate the Coach & Coachee to be aligned to the 'Purpose' of the engagement.

I agree this is very important while we need not overdo it. A genuine interest in the person abd his/ her life experiences - conversations around that would be great. Keep a little distance yet connect & bond.

I agree with my colleagues here. Building trust here is critical. I normally do that by telling the coachee that s/he is my primary customer in this engagement. The org is a context and I will never keep their interest paramount. Complete confidentiality and also the freedom to stop the engagement if either of us feels it's not worth it.

There is absolutely no point if the person is not ready. I normally do not even start an engagement unless they confirm the need and are ready. And in the contracting conversation itself tell them I am not in a popularity contest. It's my dharma to help you become better, of course, only when I am sure I need to. And if I do not do it then, I will be negligent of my role. One has to also be very sensitive to the coachee's state and context and do it when we have created the space for it.

You build a relationship by respecting people's choices. If someone is not open to feedback, respect that. Respect and trust their ability to come around in their own good time. At the same time, you can always ask for permission. Most people will give feedback when asked nicely and for their benefit. And if not, respect their choice. After all, why would you even ask for permission if you do not intend to respect their choice?

Before any Executive coaching happens, it is compulsory to design the alliance. The coach preserves the rights at any time to keep the boundaries that coaches cannot cross. However , there is a minimum of opening up that is required should the coachee aims at seeing tangible results

Relationship is the key 🔑 for change , when you partner well , and bond well , it makes it easier. Genuine interest in growth of that individual , and you evolving along ....

I find that most people would know and it's best to ask them before giving one's view. This way we are also building higher levels of seld awareness in them. I also ensure I explain that it's my POV because reality/assessments/views are so subjective.

This is extremely critical al. As we need a base of confidence to build a string tower otherwise it shall break. Help the person discover how his= her weaknesses can come in their way. This is very important to do to both at the onset of Coaching - Acknowledge Strengths & Get the Coachee to reflect on weaknesses and understand how quaking on those can make them really stronger ...Strengths- weaknesses is stronger Self. This equation once understood and imbibed one shall turn out to be a great Coachee. The Coach ought to have balanced skills to get this out.

Be careful using questions that start with "why" in your coaching. Notice the difference between: Why did you do that? vs. How did you get to that answer? The "why question" could be perceived as accusatory when someone isn't open to feedback. A "how question" opens the door to learning about someone's process, giving you the executive coach more information to work off of.

Instead of direct feedback, use questions that encourage self-reflection. Ask them how they feel about their progress, what challenges they face, and where they see opportunities for growth. This can lead them to self-identify areas for improvement.

Always be there for them and sometimes patience and persistence helps Also I have send providing Feedback in Private helps. Choose an appropriate setting for feedback discussions to ensure privacy and minimize defensiveness. Public feedback can be counterproductive. Pls note that change of attitudes toward feedback takes time. Be patient and persistent in your efforts, consistently demonstrating the positive impact of feedback on growth.

Stand in their greatness, even if they fall from it. It's never about you, it's always about them. Relentless focus on the client is what wins them over.

Involve them in determining how and when feedback is given. This can give them a sense of control and make them more receptive to the process.

First things first. It's necessary to build a relationship *before* anyone is open to feedback. People want to be seen before they want your opinion. After you've built that relationship though, what should you do? Here's a few questions that may prime your client: * What's good feedback look like to you? * What areas would you like feedback? What's off limits? * If I cross a line, what will that look like? What would you like us to do next? * In what situations should I keep my observations to myself? It really comes down to what they want, and it's important to remember that although you may be ready to share, it doesn't necessarily mean they're ready to receive. Coaching is never about the coach; it's about the people we support.

I find sports analogies very useful. Sports thrive on feedback and continuous improvement. Taking an example from their favourite sport it becomes easier to show the absolute need for feedback and that it's the coach's job to provide it.

Partially agreed to all the approaches mentioned above because they may or may not work. Every person is a different person and has a different reason to behave like that. The approach that has the best chance of success is to ask the coachee himself to take his perspective and then proceed based on that. This is the way coaching works.

First of all, understanding why they feel that way—could be culture issue or past bad experiences or trust issues. Then, gently show the value of feedback, emphasising its positive impact on personal growth.