This talk stands can either be in-depth and allow participants to practice skills or combined with one of my other topics such as setting boundaries or saying no nicely. We’ve all been trained on how to give feedback. However, for feedback to fuel change we need to learn how to receive feedback.
We either take feedback as a personal attack or set feedback aside too quickly. This is a defence mechanism to protect ourselves, however, neither approach is productive. In fact many of the conflicts I address involve failed feedback—either it is not given, not received or one or both of the parties has not been skilful in managing it. Some people even react badly to positive feedback. To change, we need to know what we need to change. When we understand how to receive feedback, we also understand more about giving it in a way that is taken on board.
Views: 696 | Enquiries: 1Nancy is a specialist in early conflict resolution, accredited as a civil and commercial mediator, and qualified as a trainer, business coach and personal coach. Her varied career included nursing, midwifery, business ownership, management and training. All her roles involved helping others improve their lives. Please note that Nancy works during the day so is available evenings only, although she might be available for daytime work if asked a week or less in advance Nancy says "As an accredited civil and commercial mediator, I often see people whose lives have been blighted by misunderstanding, businesses held back or relationships damaged. Usually, at the end of a successful mediation, someone says, "I wish we'd had this conversation earlier..." As a business and personal coach, I've seen charities struggling because directors don't get on, family businesses failing due to personality clashes and grief caused by disagreements. Having owned and worked in family businesses, I know the special strains (as well as the joys) these bring. It was this that led me to study why people behave the way they do and how to help them find their own solutions to stress and conflict."
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