????沒(méi)有人會(huì)喜歡負(fù)面的反饋。不管口頭上自稱有多么愿意接受的誠(chéng)懇批評(píng),，它們還是會(huì)刺痛人心,。

????但每年這個(gè)時(shí)候，也就是人人下決心提高自己的時(shí)候,，或者也可能正是接受績(jī)效評(píng)估的時(shí)候,，我們更有可能遇到負(fù)面的反饋。大家不要把負(fù)面反饋當(dāng)作暴飲暴食或采取“購(gòu)物療法”的借口,，而是要把它看作一次改變的機(jī)會(huì),。

????喬治?布拉特說(shuō)：“沒(méi)有人會(huì)喜歡負(fù)面的反饋。他們會(huì)對(duì)提供反饋的人產(chǎn)生糟糕的印象,，排斥對(duì)方和他們的意見(jiàn),?！眴讨?布拉特是一位高管教練，還著有《新官上任》（First-Time Leader）一書,。他認(rèn)為反饋對(duì)個(gè)人的提高至關(guān)重要,。

????收到負(fù)面反饋的環(huán)境決定了我們的反應(yīng)方式。人們?cè)谂c上司一對(duì)一績(jī)效評(píng)估中聽(tīng)到負(fù)面反饋時(shí)的反應(yīng)和聽(tīng)到顧問(wèn)360度績(jī)效評(píng)估結(jié)果時(shí)的反應(yīng)截然不同,。

????要將負(fù)面反饋轉(zhuǎn)變成積極的措施,，第一步是認(rèn)真傾聽(tīng)，理解對(duì)方所說(shuō)的話,。從批評(píng)中找出真相,。提出跟進(jìn)問(wèn)題，深入探討具體的案例,，確保自己完全理解了出現(xiàn)問(wèn)題的各種情景情形,。然后，考慮一下下面三個(gè)途徑,，看看是否有適合自己的辦法,。

提高自身的表現(xiàn)

????有時(shí)候，聽(tīng)到負(fù)面反饋,、經(jīng)過(guò)自我反省之后,，你會(huì)意識(shí)到自己確實(shí)工作效率不高，或者說(shuō)并沒(méi)有盡到全力,。這個(gè)問(wèn)題的解決辦法就是下定決心提高自己的績(jī)效,，做出某些改變，并在問(wèn)題解決之后虛心詢問(wèn)批評(píng)者的意見(jiàn),。

????德州奧斯丁數(shù)字營(yíng)銷公司T3的首席執(zhí)行官兼創(chuàng)始人蓋伊?加迪斯說(shuō)：“我們有時(shí)候會(huì)收到客戶或員工的負(fù)面反饋,。我的應(yīng)對(duì)方式是直接面對(duì)。但你首先要接受挫折,，不要試圖跟對(duì)方辯論,。要知道，行動(dòng)比語(yǔ)言更有說(shuō)服力,?！?/p>

????聽(tīng)到批評(píng)之后，加迪斯會(huì)“加倍努力”,，在下一個(gè)項(xiàng)目中給出最出色的表現(xiàn),。你必須讓挑刺的人相信，你已經(jīng)做出了改變,，或者他們從一開(kāi)始就搞錯(cuò)了,。

深化關(guān)系

????負(fù)面反饋可能是一個(gè)很好的機(jī)會(huì)，可以用來(lái)改善,、加深與批評(píng)者的工作關(guān)系,。面對(duì)提出批評(píng)的人,，我們的本能的反應(yīng)可能是避開(kāi)他們，但你也可以把它看作新的開(kāi)始,，與對(duì)方建立更牢固的關(guān)系,。

????紐約高管教練米歇爾?弗雷德曼的一位客戶就收到過(guò)負(fù)面反饋。她的360度績(jī)效評(píng)估所收到的負(fù)面反饋令她感到震驚,，這些意見(jiàn)指責(zé)她在最終期限快要來(lái)臨的時(shí)候變得非?？量蹋o同事帶來(lái)了巨大的壓力,。這位客戶從來(lái)沒(méi)有認(rèn)真考慮過(guò)自己的優(yōu)點(diǎn)和缺點(diǎn)，所以,，這樣的反饋令她措手不及,。弗雷德曼建議她保持親切；畢竟,，參加評(píng)估的人全部由她自己指定,，而且大家在評(píng)估過(guò)程中也付出了時(shí)間、精力和思考,。

????Nobody likes negative feedback. No matter how much you claim to want an honest critique, it stings.

????But this time of year -- when we're resolving to improve ourselves and perhaps undergoing performance reviews -- we're more likely than ever to encounter negative feedback. Instead of viewing it as an excuse to binge eat or resort to retail therapy, see it as an opportunity to change.

????"No one likes negative feedback. It makes them think less of the person giving the feedback and leads to them rejecting the person and the feedback," says George Bradt, an executive coach and author of First-Time Leader, noting that feedback is critical to any improvement.

????The context in which you receive negative feedback shapes your response. You'll act differently during a one-on-one performance evaluation from your boss as opposed to hearing the results of a 360-degree review from a consultant.

????The first step in turning negative feedback into a positive step is to listen carefully and understand what's being said. Look for the truth in the criticism. Ask follow-up questions and dive into specific examples to make sure you have a firm handle on the scenarios in which there's been a problem. Then, consider whether one of these paths is the right one for you.

Up your game

????Sometimes you hear negative feedback and -- after some soul searching -- you realize that, in fact, you've been working inefficiently or haven't been at the top of your game. The solution to that problem is to resolve to improve your performance, make some changes, and follow up with the critic once you've turned the issue around.

????"We get negative feedback sometimes from clients or staff. My way of handling that is to hit it head on. You take your licking and don't try to argue with people," says Gay Gaddis, chief executive and founder of T3, an Austin, Texas-based digital agency. "Actions are a lot more convincing than words."

????After criticism, Gaddis will "double down" and seek to do the best job possible on the next project. You've got to convince the faultfinder that you've changed or that they were mistaken in the first place.

Deepen the relationship

????Negative feedback may be an opportunity to improve and deepen your work relationship with the critic. Our natural impulse may be to withdraw from someone who is critical, but you might consider it a fresh start and build a stronger connection.

????One client of Michelle Friedman, a New York-based executive coach, was shocked by the negative responses to her 360-degree review, which faulted her for being demanding and pressuring colleagues around deadlines. The client had never thought seriously about her strengths and weaknesses, so she was unprepared for the blowback. Friedman advised her to be gracious; after all, she herself had nominated the individuals who devoted time, energy, and thought to the review process.