Prepare Your Leadership

Hello, Cadresphere. Happy Monday. First Monday of February. Crazy. We're already in February. I'll give it about one minute here for folks to join us. I didn't put a title on today's, but we'll be talking about coachability. We'll get more into that in a little bit. So while we'll wait for people to join, let's do our three lists of three. So this is what we always start with here. Hi, Tiffany. Welcome. We're just starting with kind of a practice to help us reset when we're halfway through the day.

As for. As for me, I'm at noon, so kind of halfway through my day. So I'm asking three lists of three. The first is, what are three things that you're feeling right now? So this could be a sensation. This could be emotions. This could be anything. So what are three things that you're feeling right now? And this is kind of a way to kind of ground us. A reset here halfway through the day. So three things that we're feeling right now, what are three intentions that we want to have for the rest of the day?

So this could be intentions for ways I want to get stuff done. Maybe I want to, you know, an intention for coming across to somebody. Like if you're going into a meeting, maybe it's energy, maybe it's empathy. So what are three intentions that we have for the rest of the day? Hi, Jules. Good afternoon. Yes. And then our last list of the three lists of three is gratitude. What are three things that we are grateful for? Could be from the weekend, could be from this morning, could be, you know, going forward.

What are three things that you're grateful for in these three lists of things are really based in positive psychology research. So emotional intelligence is kind of the first two components with awareness and managing and using emotions with awareness, and then intentions. And then we get into gratitude practice. And what Martin Seligman is very famous for is gratitude and getting into the right mindset. So that's our three lists of three. Now we'll jump into some research that I want to share with everybody.

And this is. I'm looking at some research done by Jake Weiss. He's a friend of mine over in Chicago, has a consulting business, and it's coachability consultants. So his main message is employee coachability. So we often train managers, train leaders on how to coach their employees, but how often do we actually train the employees on being coached? So they look at. Really, the main thing is, are employees, you know, are they more adaptable? Are they more promotable. So how important is employees in being coached?

So the basis of this research is taken from some sports psychology literature out there and it's looking at seeking feedback, being receptive to feedback and applying feedback. So the key research question they ask is does coachability impact job performance, adaptability and promotability? And then also is coachability more important than managers coaching ability? So is the actual employee being able to be coached more important than how well that manager can coach? Because we send organizations spend millions of dollars a year on training managers on performance appraisals, performance management, coaching their employees.

But how often do we train our employees on being coached? So that's what they're really looking at there. So getting more into coachability touched on it back a couple seconds ago, but coachability is three main things. They call it feedback seeking, which is how often employees ask for feedback, feedback receptivity. So how well do employees handle criticism and then feedback implementation? So how well do they apply the feedback? That is how they really define coachability. Their results in this research that they did was that employees who seek, accept and use feedback.

So all three aspects of coachability perform better. So coachability increases adaptability. So right now we face probably the biggest changes in organizations history and work history really going remote, going global, many factors at play where coachability can increase employees adaptability. So it helps you adjust faster using feedback to navigate new situations effectively. So rather than having to go into a situation and fail and then learn now higher coachability, employees can take that feedback and take that lessons learned in the instruction.

So this is the expectation and be able to apply that more effectively. Coachability also predicts promotability. So they asked managers, how likely are you going to promote this employee? And coachability was positively related to that. So, so managers often saw people who are high in coachability more likely to be promotable in the future. And then also one of the main takeaways is that they found that employee coachability was more important than how effective the manager actually coached the employee.

So even with strong coaching from a manager, an uncoachable employee will not improve. So coachability has greater impact. So employee coachability has greater impact than the actual coaching. I'm losing my voice for some reason, coaching itself. So what can we take away? Just practice being coachable. Seek feedback proactively, don't wait for the yearly annual review, but go out and ask for feedback. Be open, constructive to criticism and then implement feedback immediately if you can. So managers, what can you take away from this?

Well, we can start Looking at if employees are coachable through assessments, we can train employees to be more coachable and then we can recognize and hone in coachability and reward those who actively learn and improve and are coachable. So coaching isn't only effective as the coachee's willingness to learn. Coaching is only effective as the coachee's willingness to learn. If organizations build coachability, they can develop more high performing, adaptable, promotable employees. And this is shown through, you know, large scale organization culture that has shown to have benefits from adapting a more coachable culture in general.

And this isn't just takeaways for people in work environment. The overall message for everyone you know in or outside of a work environment is growth mindset. So developing a growth mindset, being open to feedback in everyday, everyday life, seeking advice and learning opportunities. So if you want to learn something, you know, if you want to go learn how to dance, go join dancing classes. So seek advice and learning opportunities. Implement feedback immediately if you can. Kind of show it. Start changing behaviors to do that.

Develop emotional resilience. Some emotional intelligence is lots of YouTube videos and courses online that can help with emotional intelligence. Additionally, stay adaptable to change. The life is full of unexpected challenges. So being coaching, being coachable, it means willingness to change your habits, routines and perspectives when necessary. So that's so yeah, so that's coachability, big concept. This is one of the first articles that he released on coachability. So it's from Jake Weiss, he's a consultant out in Chicago.

Free promo for him. But I think it's interesting. I think the idea of the employee being coachable is more important than how effective the coaching of from the manager is is being done. So that is all I have for my Cadre like live today. I hope you have a great rest of your Monday and rest of your week. I'll see you next Monday. Stay warm, stay safe. If it's snowy in your area, I'll see everybody. Have a great rest of your week. Bye.