A stewardess sitting quietly on deck, deep in thought

How to Handle Negative Feedback

Taking It In, and Giving It Well

We have all been there: as we grow in our roles, something along the way doesn’t go quite right, and then the HoD, the Chief Stew, the Captain or, worse, the boss wants to speak to you.

Your stomach sinks, a quick burst of heat runs through you, and in your head you’ve already jumped to the worst-case scenario, or you’re busy planning the perfect apology or the best possible explanation.

Or maybe it’s the end of season, there’s a feedback session scheduled for each crew member, and now it’s your turn. You sit down, engage, and then, sandwiched between the good, a slice of negative feedback is handed to you. It stings, and you weren’t prepared for it. Your first reaction is emotional. You feel annoyed, personally criticised and an overwhelming urge to explain yourself. And this is all perfectly human.

I wonder whether, in yachting, there’s a tendency among some of us to be people pleasers. Certainly, for those who recognise that trait in themselves, receiving negative feedback can feel particularly difficult.

We’re proud of what we do in service. We care deeply about getting things right, anticipating needs and delivering to a high standard. Perhaps that’s why being told we’ve got something wrong can sometimes hit harder than we expect, regardless of how many seasons we’ve worked.

But it really doesn’t have to. A mistake doesn’t make you any less capable, professional or good at what you do.

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It’s a moment to learn, not a measure of your worth.

Handling negative feedback is a skill, not a personality trait, and it’s about learning that skill without letting it shake your confidence or leave you feeling resentful or attacked. Each of us will react differently, but there are ways to respond well and take in what you’re being told.

In the moment, the most helpful thing you can give yourself is a little breathing space. Take a beat, especially if you were caught off guard.

Where appropriate, acknowledge the feedback. There may well be something in it you can consider and work with next time.

Try to separate the feedback from the delivery: even if it’s badly delivered, it might still have a valid point.

Taking It In
So Ask Yourself
  • Is there something useful in what they’re saying?
  • Is it based on fact or personal opinion?
  • Is it constructive or simply critical?
  • Does this person have sufficient knowledge of the situation to offer a fair perspective?
  • Is this about my work, or am I interpreting it as a judgement of me?

Be careful about taking it straight to heart, as this is where many people get caught, and one negative comment can suddenly become:

  • Maybe I’m not good enough.
  • Perhaps I’ve got this completely wrong.
  • What will other people think?
  • Maybe I shouldn’t have put myself out there.

Old thinking: “They don’t like what I’ve done, so perhaps I’m not good enough.”

Healthier thinking: “They don’t like what I’ve done. What can I learn from that, and what do I actually think?”

Learning to respond calmly and professionally takes time and practice as you build a healthy relationship with criticism, and constructive criticism can really help you grow. Sometimes the feedback may not be something you agree with, and even then it’s worth knowing their viewpoint.

If the feedback feels vague, ask for examples or for the person giving the feedback to be more specific, which will help you understand. And if it becomes personal or inappropriate, it’s fine to gently steer the conversation back to your work.

Worth Holding On To

  • Some feedback deserves more weight than others.
  • You can accept feedback without accepting someone’s opinion of you.
  • Your ability to learn from criticism is far more valuable than your ability to avoid it.
  • You can be confident and still be wrong sometimes.
Giving Feedback

For the Chief Stews, HoDs, Captains and Yacht Managers

For those of you in the lead, responsible for delivering feedback that someone might not necessarily want to hear, giving it well is a real leadership skill. The aim is to help someone improve and develop, more than simply pointing out what went wrong.

Two stewardesses talking calmly over coffee at a table in a yacht saloon, one taking notes

A little preparation goes a long way. Know what you want to address and what you’d like to come out of the conversation, give yourself enough time, and pick the right moment and place to talk. Stick to what you’ve actually seen, their work and their behaviour, and leave aside assumptions about them as a person. And think about who’s sitting in front of you: how experienced they are, how confident they’re feeling, and what approach will work best for them.

Once you’re talking, give them space to share their side. Ask open questions and really listen. Working together to identify improvements and any support needed gives the crew member a clearer way forward and helps them feel involved in their own development.

A few feedback techniques are worth practising and adapting to different crew members. One approach I’ve used frequently is SBI (Situation, Behaviour, Impact):

A Feedback Technique
SBI
  • 1. Situation: Yesterday evening during guest dinner service.
  • 2. Behaviour: You left the service station unattended without informing the senior stewardess.
  • 3. Impact: This meant there was no one available at the service station to respond to guest requests.

Then open it up with a question, such as: “How could we make sure the service station remains covered if you need to step away?”

The model separates the situation, the observable behaviour and its impact, which keeps feedback factual, specific and focused on improvement rather than blame.

Where possible, feedback should be an ongoing conversation rather than something saved entirely for the end-of-season review. Address issues at the appropriate time, before concerns have a chance to build up over several months.

Some simple habits make a real difference. Keep criticism private and one to one. Language matters too: “you always” and “you never” tend to close a conversation down. Focus on the individual rather than comparing them with other crew, and choose one or two areas to work on instead of a long list. Always follow up after the review, so every piece of criticism comes with a clear next step.

In Short
Good Corrective Feedback Should Be
  • Timely, specific and objective.
  • Private, respectful and two-way.
  • Focused on solutions and improvement.
  • Followed by clear actions and a review.

The Golden Rule

Good leadership means having difficult conversations when necessary, addressing issues fairly and giving people a clear opportunity to improve.

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Constructive feedback isn’t always comfortable feedback.
Amy

Whether you’re taking feedback in or giving it, I’d love to hear from you.

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