Skip to main content

How to Control Defensiveness

Do you ever get defensive?

How does that feel? For me, I can feel my blood pressure raise just a little. I might start to perspire. I get edgy and look for either confrontation or escape. The problem with that reaction is that I probably don't need it.

How about you?

When we get defensive it's because something about who we are or what we think feels threatened. We're challenged into a kind of alertness that might serve us well if we're really in danger. But, if we're not really in danger it can get in our way.

Defensiveness gets in the way of hearing real feedback. It gets in the way of learning. It puts a wedge between us and another relationship. We can do better.

How can we control defensiveness?

Here's what works for me:

When I feel those flashes of defensiveness, pause. Breathe. Stay curious, rather than defensive. That feeling of defensiveness is a sign that we are in the middle of a learning opportunity. Stay open to what's there, and the learning arrives.

That does not mean that we must agree with whatever criticism is headed our way. The feedback could be wrong. It simply opens the possibility that we could be wrong, too. We have a chance to learn. We can clarify by staying curious.

Discovering when we've been wrong should make us more curious than defensive.

Feedback can be accepted without causing anybody any emotional harm. "Thanks for that, I'm going to need to think that over..." is a great way to respond. "I hear what you're saying, and I will be sure to process that...thank you..." is another.

Leaders who communicate for results stay open and curious about feedback. And, by setting that as a positive, curious example others learn how to become less defensive as well. If we want our teams to be productive, reducing the defensiveness helps.

How can you work to stay curious, rather than defensive?

-- Doug Smith

doug smith training: how to achieve your goals 

Front Range Leadership: High Performance Leadership Training


Comments

  1. Understanding the difference between "feedback" and "criticism"....huge.....understanding how to deliver that message .....priceless!

    ReplyDelete
    Replies
    1. So true, Dave. Thanks for your comments! It's always great to hear from you.

      Delete

Post a Comment

Popular posts from this blog

Strategic and Communication Skills

Supervisors often bring strong technical skills to the job. When they have worked in technical jobs prior to becoming a supervisor, they were often the best at what they do. They know the ground level part of their business well enough to solve problems and deal with day to day issues. Leading is all that and more. High performance leadership requires attention to detail AND a constant view of the big picture: where is your team, your market, and your customer base headed? What does the future hold? Strong supervisors learn to add strategic and communication skills to their technical ability. What are you doing today to develop your sense of the big picture? -- Douglas Brent Smith

Brace Yourself On The Edge

Do you pride yourself in being cutting edge? Do you try new techniques, stay creative, build innovation instead of comfort? Good for you. And if you said no, allow me to encourage you to push the edge a bit more. Get out of your comfort zone. The really big goals makes us just bit uncomfortable. We might even sweat. Push the edge, even knowing that sometimes when you push the edge you get pushed back. People might object to the radical new approach. They might take exception to your changes. Push the edge anyway. Leading often means going where no one else has gone. All the way to the edge. Pack a lunch, it could take a while, but do stay with it. -- Doug Smith

Win The Game

It would be nice to win the game. But, do you ever feel like you're in a game that keeps shifting the rules and making it easy to make progress but impossible to win? You've probably noticed lots of game elements creeping into service. Points, incentives, expiring coupons followed by new expiring coupons, leader-boards...on an on a relentless attack on service comes from playing a game designed -- you guessed it -- to maximize profit. If the customer is happy, fine, but the point is to make money. Not to put too fine a point on it but that's a lousy point.   What if there could be something better? What if customer service excellence became playing a game where the customer always wins and that makes you happy? You don't have to. "give away the store" to achieve a winning game for all of the players. Just stop stacking the rules against customers and watch how much more they will want to do business with you. -- doug smith

Do Your Best With Time

Here's another guest entry from my good friend and fraternity brother David Spiegel. If you know anything about the East Coast you'll get a sense for how his day went. If you ever struggle with managing time, some of this may sound familiar. As Dave says, we can't really manage time -- it's what we do with it that matters. Now, let's hear what Dave has to share: In a week where I have dedicated myself to regaining control over my time , I have come to realize that I am trying to accomplish something impossible. Time is time. Every day has exactly 1440 minutes to it and no matter what we do,we can not create any more of it. So instead of creating more time we spend our energy trying to make better use of those precious minutes each day.We attempt to manage time.  Well guess what. We have no control over time. Time itself can not be managed. We can not speed it up or slow it down.  Do you know why a watched pot never boils? It's a time thing...

What You Do

Do your team members know what you do as a leader? It's a serious question. I've known leaders who seem to nearly never venture outside of their office, and others who are seldom there. What is it that you do? Answer customer questions? Resolve team conflicts? Make your own boss happy? Develop new ideas? Fill out reports? Answer emails? It's risky to take for granted that your team members know what you do. But, they sure want to! I'd encourage you to conduct daily individual conversations so that no matter what else you do, much of what you do is communicate with the team. Will that take time? Sure. Is it worth it? Absolutely. Are you giving your team members enough of your time? Is what you do vital to your team's success? -- Douglas Brent Smith

Take Charge

Is it possible to be a centered, highly participative and collaborative leader while also acting with a take charge sense of focus? It may not be easy, but I do believe it's possible. My favorite leaders have all been collaborative. They operate with respect and cooperative appreciation. And, when necessary they take charge. High performance leaders get things done. Usually, that means with the help of other people. Relationships are essential. And, results matter, too. Taking on a fair share of the unglamorous work shows a team that the leader is willing and able to work side-by-side. This can be profoundly motivating. Leaders who roll-up-their-sleeves and help with the messy side of the work show that their passion is authentic. Centered leaders take charge when the need arises. The need arises constantly. Get the views of others. Collaborate. Listen, rather than command. And when the moment calls for it, show your authentic passion for the work by taking charge when thin...

Letting Go

Are you working hard on any goals that you shouldn't be? Are some things getting in the way of your success? It's easy to accumulate a full schedule of meetings and tasks surrounding goals that were not ours to begin with but now consume all of our time. Bold leaders weed out those types of goals. Strong leaders focus on the goals that they align with their mission. High performance leaders let go of goals that don't belong. When we let go of the wrong goals it makes room for the right ones. Maybe that goal made sense at one time. Maybe it was thrust to you from someone else who meant well but who was not fully away of your mission or the list of goals you were already working on. Maybe the goal just doesn't belong to you. What goal should you let go of today? -- Douglas Brent Smith http://frontrangeleadership.com

The Passion in Anger

Sometimes I get angry at the silliest things. I once got angry at a boss who said I had an anger problem. I traveled the road from denial to defensiveness to objection. It's easy to get lost on that road. People get angry for a lot of reasons, and I've managed to feel most of them. It doesn't make me an angry person (I hope) but it does mean I'm a person who gets angry. Who doesn't? Some people handle their anger better than others. That's admirable. Good for them. It can be done with therapy, will power, training, prayer, meditation or medication.  We do have to handle our anger. Getting angry is acceptable, but acting negatively based on that anger is not. High performance leaders see anger as unfulfilled passion and find ways to convert it to productive use. Whether it's our own anger or someone else's, there is so much energy there! Why not channel it? Why not direct it? Why not use it for meaningful, noble, productive change? I had another...

Finding the Cause of Performance Problems

What do you do with a performance problem on your team? How do you know what is causing your team member and your team to miss a goal or deliverable? Do you automatically think of it as a people problem, or do you dig deeper? High performance leaders identify the causes of performance problems in collaboration with the people involved. If your evidence is pointing to one individual, talk with that individual about what is standing in the way. It may surprise you. Think of track that runners use during a race. They start in different lanes, but all of the runners share the same track. If it is muddy, it effects them all. If it is in perfect condition, they all have conditions that are conducive to running their best race. But some will contend for the win and some will simply finish the race. It doesn't make them bad people, it just means that there will almost always be faster runners in the race, and runners that will not quite compete with those faster runners. In a way, that...

There's Always A Right Price

Are your products or services priced correctly? If your sales are slower than you expect, it could be that the price is too high. People will resist prices that they perceive to be too high, sometimes without even knowing it. Movie theaters can sit empty. Used car lots can sit full. Inventories can create mountains as expectations whither in the wind, products obsolete themselves, and customers take new options. But is there a price that people will buy? My son Juan and I went to the movies this week to see the 4th Pirates of the Caribbean movie. It's an entertaining movie, but having seen the first three and considered the last just a little over-the-top, I could easily have skipped number four. But the theater we attended has a Tuesday night special ticket price of just $5. For a movie, that's good. We'd seen "Thor" a few days earlier and paid a whopping $13 a ticket (it was in 3D). For that showing of "Thor" there were maybe 12 people ...