You’re giving feedback during a debrief, and suddenly the leader goes quiet. You can feel the rapport evaporate. This unpredictable shift caught you by surprise, and you wish you could have anticipated it in preparing for the feedback session. Predicting feedback resistance is not impossible, however, with all the Hogan personality data you have at your fingertips.
Hogan practitioners can successfully navigate feedback sessions and ongoing development discussions with leaders who compartmentalize or resist feedback, turning resistance into receptivity. Practitioners need to be aware of the likelihood of feedback resistance while interpreting results and during the session itself. By understanding the characteristics that might dispose people to resist feedback, practitioners can purposefully direct a feedback session toward a positive and empowering outcome: helping leaders cultivate strategic self-awareness and behavioral modification strategies to improve their performance.
In this article, we will cover five types of feedback resistance. The hostile, defensive, arrogant, and indifferent feedback resistance types all tend to be individual, while the fifth type, cultural, emerges from the organizational environment. Our next article about feedback will cover strategies for overcoming feedback resistance.
Let’s dive right in.