Is Everyone Coachable?

I touched on this issue some time ago but, when it comes to leadership and professional development, the question doesn't go away. I continue to be approached by executives and entrepreneurs who insist they want to be coached. The reasons vary, but usually boil down to wanting to be more effective at building their business--or their piece of it. 

There was a time when I took such people at their word.

That doesn't always work out. Real coaching--the kind that focuses on agreed-upon results--requires collaboration as well as  certain accountabilities being met by each party. There are plenty of people who want me to invest my time, wave a magic wand, and make everything "better." I now suggest that they might be better served by a week at DisneyWorld and a souvenir packet of pixie dust from Tinkerbell.  

Who Is Coachable?

Not everyone. Those who are uncoachable often think they have no performance issues and if there is one, believe everyone "out there" is the cause. In these cases, coaching isn't a very good option to produce positive results. It's kind of like one spouse dragging another to marriage counseling in the hope that the counselor can "fix" the partner. (Ever see how well that works?). The sticking point here is a mindset that doesn't allow someone to reflect on their own behavior, a desire to change it, and their personal responsibility for the relationship. So, forcing someone into a coaching relationship isn't the best organizational solution for certain issues and individuals.

Five Characteristics Of Coachability

If you are considering coaching someone else or being coached, here are five attributes I've observed in people who successfully "own" their part of the coaching process. You might want to use this as a quick diagnostic tool.

1. Committed to Change. Individuals who don't think they're perfect, want to improve, exhibit responsibility for their lives, and are willing to step outside of their comfort zones are good candidates for a successful coaching relationship.

2. Open to information about themselves. Be willing and able to listen and hear constructive criticism without being defensive; then, synthesize their coach's suggestions with their own personal reflections on the issue.

3. Open about themselves. Willing to engage in topics that may be uncomfortable but are getting in the way of their professional development; talks about "what's really going on" so the coach can have a complete and honest picture of the total situation.

4. Appreciate New Perspectives. People who get excited about hearing someone else's take on a situation and figure out how to learn from it can really benefit from coaching.

5. Awareness about one's self and others. Coachable people already have at least a fair amount of awareness about themselves. Equally important, they use it to reflect on their behavior and how it impacts other people in the range of situations that come their way.

 

Comments

[Scott Hunter]

Great points. I think the same type of concepts apply to businesses wanting to be "coached" when they hire consultants. If the leaders are not willing to really look deep within to make change and realize where their own weaknesses are coaching can be a real challenge.

[Steve Roesler]

Scott

Indeed, your insight is a shared one.

After a few years of listening to senior execs talk about "them" and what "they" needed to change, I started putting the self-responsibility issue on the table straight away:

"Do you realized that for the business to improve, you are the first person who has to make some changes? Are you willing to commit to that?"

Many do, some don't. From a consultant's perspective, the second choice allows one to wish the individual well and move on to committed clients/prospective clients.

Thanks for taking time to weigh in with your experience.

[Enriching Life]

From my experience companies can only grow so far as their executives are willing to move forward. If they reach their limits then the company will do too. Thx for this great post!

[Matthew]

Steve, do you measure these five dimensions with some form of questionnaire instrument or audit template?

[Steve Roesler]

Enriching Life (great mission)!

Organizations are living systems; when any one part stops growing and wilts, the consequences mirror that of a human illness. The entity becomes unhealthy and, at best, stagnant.

Willingness to learn is, in and of itself, a sign of emotional and intellectual health. As you mention, it's critical to executive leadership.

[Steve Roesler]

Hello, Matthew

The short answer: Yes.

The longer answer: Depending upon the situation and focus of the engagement, we may do a personalized survey followed by interviews; interviews alone; or simply have a team/group meeting that discusses the observable behaviors in each dimension and what will happen to move forward in those areas that need growth.