Published · 7 min read
As a leader, part of the job is helping people grow. That usually means giving feedback. And while we often picture feedback as a simple “I share, you listen,” the truth is it only works if both sides are open to the conversation.
Here is the challenge: our brains do not always treat feedback as helpful guidance. Criticism, even when well intended, lights up the same threat centers in the brain as physical pain. It is no surprise that people sometimes become defensive. That defensiveness can show up as excuses, silence, or even pushback.
But defensiveness is not the end of the road. It is a signal. It tells us that something deeper is being touched, whether it is fear of failure, concern about fairness, or a hit to one’s sense of competence. If we can recognize that, we can stop seeing defensiveness as an obstacle and start treating it as an opening for growth.
I used to think that when someone got defensive, it meant they did not care about improving. Over time I learned that is almost never the case. Most of the time, defensiveness comes from something else entirely. Maybe they worked with a manager who tore them down in the past. Maybe they are afraid of what a mistake might cost them. Or maybe they simply do not want to look weak in front of you.
What I have found is that defensiveness is not really about laziness or lack of ambition. It is about protection. People put up a shield because they feel exposed. A piece of feedback that seems small to me can feel personal to them.
As a leader, my first step now is to stop assuming the worst and start asking myself what might be behind the reaction. Fear, self-doubt, lack of trust. There is always a reason. When I see it that way, I can respond with curiosity instead of frustration, and the whole conversation shifts.
Feedback only works when it feels like a real conversation. I have learned that the moment I slip into lecturing, the other person starts pulling away. But when I slow down and ask questions, something shifts.
Getting genuinely curious about their perspective often reveals what is really going on. Sometimes that defensive posture is not stubbornness at all, it is a shield against feeling vulnerable or misunderstood. When I take the time to listen, I discover worries and blind spots I never would have guessed.
The more people feel that their voice matters, the easier it becomes for them to hear mine. Feedback is not about delivering a speech. It is about creating a space where both sides can speak openly and walk away with more trust than before.
Language is a powerful tool. It can either build or destroy bridges. Language is one of the most powerful tools a leader has. It can build trust or create distance. I sometimes struggle with this myself. As a non-native speaker, I know I can come across harsher than I mean to. What feels clear to me may sound blunt to the other person.
What helps is keeping my words as neutral and factual as possible. Instead of saying, you are careless with details, I try to say, in yesterday’s report, two numbers did not match the source data. The second version is harder to take as an attack because it points to something specific we can work on together.
I also make notes when I see something I may need to bring up later. Having those examples ready keeps me from speaking out of frustration and helps me stay closer to the message I really want to send. It is a simple habit, but it makes my feedback feel more thoughtful and less harsh.
I cannot expect others to take feedback well if I do not do the same myself. When I ask my team for feedback and accept it without excuses, I am showing them that it is safe to be vulnerable. Sometimes I even ask directly, How might I be contributing to this problem?
I will admit this is not always easy. My first instinct is to defend myself, just like anyone else. But the more I practice listening and saying thank you, the easier it becomes. And often I learn something I would never have seen on my own.
When people see that I am willing to be corrected, they are more open to hearing corrections too. My vulnerability gives them permission to lower their guard. It turns feedback into something we share, rather than something I only give.
Sometimes resistance to feedback runs deep. It may come from blind spots, old habits, or stories people tell themselves to feel safe. Whatever the cause, pushing harder rarely works. In these moments, patience becomes the real tool.
In general, growth often happens slowly. A person may need time to reflect, to connect the dots for themselves, or to build enough trust to let their guard down. Our role as managers is not to force change but to keep guiding them gently toward self-awareness and clearer thinking.
It can feel frustrating to wait, but patience pays off. When someone finally sees the pattern on their own, the lesson stays with them far longer than if I had tried to hammer it in. And even with patience, sometimes the challenge is not the feedback itself but who it comes from.
I have noticed that sometimes the problem is not the feedback itself but the person giving it. Someone might resist me simply because of our history, our roles, or how they see me. In those cases it is not really about the message, it is about the messenger.
This can be difficult to accept, especially as a leader. I want to believe that if I share feedback clearly and fairly, it should be enough. But relationships and dynamics shape how words land. If trust is low, even good feedback can be dismissed.
When I sense this happening, I sometimes step back and let someone else deliver the message. A peer, a mentor, or even a teammate they trust. What matters most is that the person grows, not that the growth always comes directly from me.
balancing feedback
When I feel a conversation might be difficult, I use a simple three-step approach that helps keep things balanced and constructive.
This three-step rhythm is simple, but it helps keep the focus on improvement instead of defense.
Over time you learn that not every situation calls for feedback. There are moments when the best response is simply to stay quiet, let things play out, and allow natural consequences to do the teaching. Not every battle is worth fighting, and not every moment is teachable.
As leaders we constantly walk the line between encouragement and correction. It can be tempting to jump in and fix everything, but that often does more harm than good. My role is not to shape people into a copy of myself. My role is to help them discover and grow into their own best version.
When feedback is done well, it is about more than performance. It is about nurturing potential. That mindset makes it easier to know when to speak up and when to step back. Feedback will never be perfect, but when we treat defensiveness as a signal rather than a wall, we turn it into a chance for growth for them and for ourselves.
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