I've said before that "Feedback is the food work teams live on." If a group can't give (and receive) honest performance feedback, productivity gains are just about impossible. While there is a simple model you can use for giving feedback effectively, there are, in my experience, four types of people who will have a hard time hearing you, even if you use the model perfectly. Here's what to do for each type.

1) People who have been hurt by feedback in the past and are living in fear that they'll be hurt again.

A woman I know won't even listen if someone starts to offer her some "constructive criticism." The prospect of hearing something negative strikes such a fear in her that she will actually remove herself from the situation rather than hear feedback. If this sounds like someone on your work team, there are three things you can try:

• - Demonstrate that not all feedback is negative - by giving her some practice in receiving positive feedback.
• - Explain that she must become strong enough to receive both negative and positive feedback if she hopes to grow and advance in her career.
• - Make sure that the feedback you choose to give her is substantial and important. Do not spend your time "nit-picking."

2) People who think they know it all.

Almost every workplace has a person others describe as "arrogant" and if you have some constructive feedback to give to this guy, expect some push-back. Here's what to try:

• - Gather evidence to figure out whether this person is overstating his intelligence or whether he is truly a superstar. If applicable, use what you learn to prove that they should be open to your input.
• - Teach this person to give helpful, constructive feedback to others. Let them practice explaining "behavior impacts" to others.
• - Hold this person responsible for demonstrating that they have internalized the feedback you have given them.

3) People who don't value the opinions of others.

Often, less experienced workers have a dogmatic, "my-way-or-the-highway" lens through which they see the world. If you are dealing with this situation, try these ideas:

• - Coach them to identify and explain the value of the differing perspectives of those in your work team. Discuss the concept of pluralism in American society.
• - Have them practice explaining the "impact statements" others might use to describe their behaviors.
• - Remove this person from direct management of others until he or she can demonstrate an appreciation for differing viewpoints.

4) People who are currently in personal crisis.

If there is someone in your work group facing something serious in personal or professional life, they might be having trouble coping. Adding your constructive feedback to the mix could have unfavorable results.

• - Defer giving feedback temporarily so that they can concentrate on coping successfully.
• - Give this person room to grow, but also assign a deadline by which you expect them to have come to terms with the situation they face.
• - Refer the person to whatever external resources your organization has in place such as the Employee Assistance Program.

Part of your job as a workplace leader is giving people the feedback they need to perform successfully. By planning ahead for the four types of people who can't hear feedback, you'll be able to get those vital messages through - eventually.

Jean Houston Shore works with organizations that want their people to work together better. She can be reached at 770-643-9724, by email at jean@thinkbusiness.com or through her website at www.working-together-better.com. Ask for your free copy of her book Working Together Better. Copyright © 2010, Jean Houston Shore, WorkStrong Consulting, LLC. All Rights Reserved Internationally. No portion may be reprinted or used without prior written permission.