We have an executive who is highly defensive during our quarterly reviews, turning any constructive feedback into an argument about resources. How do we use the principle of being Humbly-Confident to reframe these performance reviews?

Question

Tyler Smith · Accepted Answer

Defensiveness in a quarterly review usually comes from fear or a lack of trust. To break this dynamic, you must reframe the conversation using the Core Value of being Humbly-Confident. This means being vulnerable enough to acknowledge where things are not working, while remaining confident in your collective ability to solve the problems. Start the review by setting the tone yourself. Share a personal mistake or an area where you failed to support them over the past quarter. This models the vulnerability you want to see. Next, address their defensiveness directly. Explain that constructive feedback is not an attack on their capability, but a tool to help them and the company grow. Use the GWC™ tool and your Accountability Chart to keep the conversation objective. Ask them to evaluate their own performance against their seat's roles. If they claim they lack resources, drop that specific issue down to your next strategic meeting to IDS® the root cause. Do not let the performance review turn into a negotiation. Remind them that in a healthy operating system, we do not blame circumstances. We look in the mirror first. If they cannot embrace humility and accept feedback, they cannot build a high-performing team.