Imagine this: You have a star employee, consistently delivering results, exceeding targets, and setting the bar high for the rest of the team. But when it comes to receiving feedback, they push back, get defensive, or even shut down completely. Sound familiar?
In many Malaysian workplaces, high performers are often viewed as untouchable. Their success speaks for itself, and many managers hesitate to give them constructive feedback. HR leaders and business owners may worry about demotivating their best talents, while managers fear that pushing too hard may lead to attrition. However, the inability to accept feedback can stall both personal and organizational growth.
Why Do High Performers Resist Feedback?
1. Ego and Identity Tied to Performance
High achievers often define their identity by their success. When they receive constructive feedback, it can feel like a threat to their self-image rather than an opportunity for growth. Instead of seeing feedback as a tool for improvement, they may resist it to protect their ego—the core sense of self that shapes their confidence and decisions.
But what exactly is ego? And what role does ego strength play in handling feedback?
- Ego is the part of our mind that mediates between our inner desires and reality. It helps us navigate challenges, make decisions, and maintain a sense of self.
- Ego strength refers to staying balanced in the face of criticism, stress, or setbacks. Leaders with high ego strength can take feedback constructively without feeling personally attacked, while those with lower ego strength may become defensive or dismissive.
To help high performers embrace feedback, leaders must frame it as an enhancement rather than a critique, reinforcing their strengths while guiding them toward continuous growth.
2. Lack of Trust in the Feedback Process
If previous feedback was vague, unfair, or inconsistent, high performers may develop skepticism toward the process, assuming that feedback is merely a formality rather than a tool for development.
3. Misalignment Between Intent and Delivery
Sometimes, the issue isn’t the feedback itself but how it’s communicated. A blunt or overly critical approach can make even the best employees resistant to change.
4. Fear of Losing Their Edge
Some high performers believe their current methods are what make them successful. They may worry that adapting to new ways of working could compromise their efficiency or competitive advantage.
How to Help High Performers Embrace Feedback
- Build a Culture of Continuous Improvement: Encourage feedback as a normal part of workplace conversations, not just during performance reviews. Make it a two-way street—invite feedback from high performers to demonstrate that everyone has room to grow.
- Frame Feedback as a Path to Excellence: Reframe feedback as a tool to help them reach the next level. Use language that highlights their strengths and positions feedback as a stepping stone to greater success.
- Be Specific and Data-Driven: Instead of general comments like, “You need to improve your communication skills,” provide clear examples: “In last week’s client meeting, the team noticed that clarifying key points earlier would have strengthened the pitch.”
- Leverage Peer and Executive Feedback: Sometimes, hearing feedback from peers or senior leaders carries more weight than from direct managers alone. Organizing structured peer feedback sessions can help reinforce key messages.
- Support with Coaching and Development: High performers thrive on learning. Offer leadership coaching sessions where they can explore feedback in a safe environment and develop strategies to integrate it into their growth journey.
How to Help High Performers Embrace Feedback
- Build a Culture of Continuous Improvement: Encourage feedback as a normal part of workplace conversations, not just during performance reviews. Make it a two-way street—invite feedback from high performers to demonstrate that everyone has room to grow.
- Frame Feedback as a Path to Excellence: Reframe feedback as a tool to help them reach the next level. Use language that highlights their strengths and positions feedback as a stepping stone to greater success.
- Be Specific and Data-Driven: Instead of general comments like, “You need to improve your communication skills,” provide clear examples: “In last week’s client meeting, the team noticed that clarifying key points earlier would have strengthened the pitch.”
- Leverage Peer and Executive Feedback: Sometimes, hearing feedback from peers or senior leaders carries more weight than from direct managers alone. Organizing structured peer feedback sessions can help reinforce key messages.
- Support with Coaching and Development: High performers thrive on learning. Offer leadership coaching sessions where they can explore feedback in a safe environment and develop strategies to integrate it into their growth journey.
Turn Feedback Resistance into Growth with the Coach Foundation Program
At The Spark Group Asia, our signature program, the Coach Foundation Program (CFP), equips leaders and managers with the skills to navigate tough conversations, deliver impactful feedback, and help high performers reach their full potential.
Through structured coaching frameworks like the Accumatch Behavior Work Profile, leaders gain deep insights into behavior patterns and learn how to guide high achievers toward continuous improvement.
If you’re a manager, HR leader, or business owner struggling to get your high performers to embrace feedback, the Coach Foundation Program (CFP) can provide the tools you need to bridge the gap.
🔹 Seats are limited! Sign up today and start transforming your leadership approach.
