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COACHABILITY: How Coachable Are Your Leaders?

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A great deal of attention has been given to helping managers acquire better coaching skills. Organizations have earnestly sought to create a feedback-rich, coaching culture. However, are we forgetting or ignoring an important element of success in this endeavor?

The success of coaching hinges on the behavior of two people—not just one. Our research clearly shows that leaders who are resistant to, or uncomfortable with being coached are less likely to succeed. The quality of being coachable seems extremely important early in one’s career. This webinar will answer the questions:

What can and should be done for those who are the recipients of coaching?

What behaviors can be easily identified and practiced by virtually every leader to enhance their coachability?

Join Jack and Joe and special guest Kevin Wilde, Executive Leadership Fellow, Carlson School of Management, as they reveal the exciting findings of this recent study!

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COACHABILITY: How Coachable Are Your Leaders?

  1. 1. © 2017 Zenger Folkman COACHABILITY How Coachable Are Your Leaders? Dr. Jack Zenger and Dr. Joe Folkman Special Guest: Kevin Wilde Executive Leadership Fellow, Carlson School of Management
  2. 2. Dr. Joe Folkman PRESIDENT Joe Folkman, Ph.D., is globally recognized as a top leader in the field of psychometrics, leadership, and change. He is a consultant to some of the world’s most successful organizations, a best-selling author, and a frequent keynote speaker and conference presenter. His research has been reported in numerous publications including, The Harvard Business Review, Forbes, CLO Magazine, The Wall Street Journal, Huffington Post, Business Insider, CNN, and others. For more go to: http://zengerfolkman.com/joe/ © 2017 Zenger Folkman Dr. Jack Zenger CHIEF EXECUTIVE OFFICER Jack Zenger, D.B.A., is a world-renowned behavioral scientist, bestselling author, consultant, and a national columnist for Forbes and Harvard Business Review. With more than five decades of experience in leadership development, he is recognized as a world expert in the field of people development and organizational behavior. His ability to connect with Executives and audiences though compelling research and inspiring stories make him an influential and highly sought-after consultant and speaker. For more go to: http://zengerfolkman.com/jack/
  3. 3. © 2017 Zenger Folkman TWEET your way to $25! Win One of Three $25 Amazon Gift Cards! • Tweet or re-tweet key learnings from today’s webinar • Include #zfwebinar in your post • The 3 individuals with the most tweets by the end of today will receive a $25 gift card to Amazon.com
  4. 4. © 2017 Zenger Folkman To Download Webinar Handouts 1. Go to the Handouts pane in your Control Panel. 2. Click the name of a handout. 3. Your web browser will automatically launch and the handout file will automatically start downloading. 4. Click the downloaded file to open or save it.
  5. 5. © 2017 Zenger Folkman COACHABILITY How Coachable Are Your Leaders? Dr. Jack Zenger and Dr. Joe Folkman Special Guest: Kevin Wilde Executive Leadership Fellow, Carlson School of Management
  6. 6. © 2017 Zenger Folkman Imagine Having a Coaching Conversation… But the person being coached is unwilling and resistant.
  7. 7. © 2017 Zenger Folkman Agenda • The importance and impact of coachability. • Practical advice and wisdom from our guest, Kevin Wilde. • Ideas and suggestions about what you can do to be more coachable.
  8. 8. © 2017 Zenger Folkman Today, we will flip the coin and explore the impact of a recipient being more coachable. We’ve Presented Several Webinars on How to Be a Good Coach
  9. 9. © 2017 Zenger Folkman Measuring Coachability Using 360 Feedback We use the following three items: 1. “Makes a real effort to improve based on feedback from others.” 2. “Actively looks for opportunities to get feedback to improve him or herself.” 3. “Creates an atmosphere of continual improvement in which self and others push to exceed the expected results.”
  10. 10. © 2017 Zenger Folkman POLL A. It is hardwired into people at a young age. B. It is important for young people to learn. C. It is very important in terms of career success. D. People become less coachable as they get older. E. All of the above. What is Your View of Coachability?
  11. 11. © 2017 Zenger Folkman Results based on 51,642 leaders Those Who Are More Coachable Are More Effective Leaders! 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0 1st - 10th 11th - 20th 21st - 30th 31st - 40th 41st - 50th 51st - 60th 61st - 70th 71st - 80th 81st - 90th 91st - 100th Coachability (Practices Self-Development) OverallLeadership EffectivenessPercentile
  12. 12. © 2017 Zenger Folkman This study is based on 4,922 senior leaders in an organization. Independent “HI-PO” ratings and 360-degree feedback data were collected in 2015. Post-hoc tests showed significant differences between all groups. Coachability by Potential Ratings 43.8 46.7 52.3 38.0 40.0 42.0 44.0 46.0 48.0 50.0 52.0 54.0 Bottom Middle Top CoachablePercentile Performance Rating Leaders with the highest potential were rated as being significantly more coachable.
  13. 13. © 2017 Zenger Folkman This study is based on results from 460 senior leaders in an organization. Post-hoc tests show significant differences between each group. Coachability by Nine Box Placement Results 41.4 48.8 56.4 0.0 10.0 20.0 30.0 40.0 50.0 60.0 LOW LEVERAGE MID LEVERAGE HIGH LEVERAGE CoachablePercentile 9 Box Placement Results Makes constructive effort to change and improve based on feedback from others.
  14. 14. © 2017 Zenger Folkman This study is based on 615 senior leaders in an organization. T-tests show significant differences between groups. Leaders Who Were Selected as “HI-POs” Were Rated as Significantly More Coachable 47.2 54.9 42.0 44.0 46.0 48.0 50.0 52.0 54.0 56.0 Average Leader HIPO Leader CoachablePercentile HI-PO Ratings Coachability
  15. 15. © 2017 Zenger Folkman As men age they become less coachable, while women maintain an above-average level of effectiveness on coachability. Most People Start Their Careers Being Coachable 0 10 20 30 40 50 60 70 80 Up to 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 51 - 55 56 - 60 61 and over CoachabilityPercentile Men and women have the same level of coachability until age 40 when men decline as a group Male Female
  16. 16. © 2017 Zenger Folkman Results based on 46,354 leaders In General, as People Age They Become Less Coachable 70 70 60 52 49 47 46 45 44 0 10 20 30 40 50 60 70 80 Up to 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 51 - 55 56 - 60 61 and over Age CoachabilityPercentile
  17. 17. © 2017 Zenger Folkman Note: While the gap between the top and bottom quartile is large at all ages, it does tend to be largest at a younger age. Results based on 46,354 leaders. Those Who Remained Coachable as They Aged Maintained a High Level of Overall Leadership Effectiveness 85 86 84 82 81 81 81 82 84 10 13 16 18 19 20 20 20 19 0 10 20 30 40 50 60 70 80 90 100 Up to 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 51 - 55 56 - 60 61 and over Top 25% on Coachability Bottom 25% on Coachability Age OverallLeadership EffectivenessPercentile
  18. 18. © 2017 Zenger Folkman As People Move to Higher Levels in the Organization, They Become Less Coachable in General 46 46 50 62 0 10 20 30 40 50 60 70 Top Management Senior Management Middle Management Supervisors CoachabilityPercentile
  19. 19. © 2017 Zenger Folkman As People Move to Higher Levels in Organizations, The Most Coachable Are Also Most Effective 24 21 18 15 83 81 82 86 0 10 20 30 40 50 60 70 80 90 Top Management Senior Management Middle Management Supervisors OverallLeadershipEffectiveness
  20. 20. © 2017 Zenger Folkman Leaders Who Are More Coachable Are More Effective After reviewing the results of different studies on different datasets, it is clear that leaders who are more coachable are more effective. So why does coachability decline with age, position, and gender? Theories: - We have mastered all the necessary skills and we don’t need any additional development. - We’re lazy. - We don’t care.
  21. 21. © 2017 Zenger Folkman Yes, it appears that employees like to work for a leader who is more coachable. Results for 45,299 Leaders— coachability ratings from direct reports only Do Those Who Are More Coachable Have More Engaged Direct Reports? 0 10 20 30 40 50 60 70 80 90 1st - 10th 11th - 20th 21st - 30th 31st - 40th 41st - 50th 51st - 60th 61st - 70th 71st - 80th 81st - 90th 91st - 100th Coachability (Direct Report Rating Only) EmployeeEngagement
  22. 22. guest speaker Kevin D. Wilde EXECUTIVE LEADERSHIP FELLOW Carlson School of Management University of Minnesota Kevin D. Wilde 34 year corporate career leading talent and learning at General Mills and General Electric Business Advisor, Institute for Corporate Productivity, talent development firms 2007 CLO of the Year, Fortune “Best Co. for Leaders”, #1 Learning Elite, author “Dancing with the Talent Stars” runwilde98@yahoo.com http://www.kevinwildeonline.com © 2017 Zenger Folkman
  23. 23. Interest from leadership fatal flaws research. • Leader blind spots and disinterest in feedback contributed to derailment. • Could increased “coachability” help? Two Important Questions Movement to renovate performance management with less judging and more conversations with manager as “coach.” • As we increase managers’ coaching capabilities, are we missing the “coachability” of the employee? © 2017 Kevin Wilde
  24. 24. • A look at the coachability of the entrepreneurs. • The more “coachable” the leader, the more $$$. Study of Angel Investors and Entrepreneurs © 2017 Kevin Wilde
  25. 25. Top attributes from a study with 50 executive coaches and Sr. HR leaders. Insights 1. Orientation: Curious and open to learn, and sees an unfinished journey. 2. Motivation: Committed to improve for the mission. 3. Practice: Genuinely reflects on feedback and lessons. 4. Confidence: Willing to try new things. © 2017 Kevin Wilde
  26. 26. Confidence 1. The more confident you are, the more open you are to feedback. 2. As careers progress, we see leaders become less coachable. 3. Finding the balance is tricky. 4. Reaching out for coaching in the right way can be very helpful! © 2017 Kevin Wilde
  27. 27. © 2017 Kevin Wilde Proposition Circumstances and company practices reduce coachability, thus decreasing the effectiveness of “manager-as-coach” efforts. A few coachability limiters: 1. Progression from “high learner-high potential” to “fully formed leader”…reinforce/role model on-going journey. 2. Positioning the boss as the ONLY coach…broaden to learning network and advisory board. 3. Over-emphasizing feedback giver obligation and ignoring receiver proficiency…provide tools.
  28. 28. © 2017 Kevin Wilde Coachability Thoughts 1. Be grounded in projects and work. 2. Peers—learning buddies. 3. Skill—how to receive feedback. • It may be poorly packaged. • How do you gain the most value out of it? 4. Be very curious—drill down, get examples. 5. Sit on it, reflect on it.
  29. 29. © 2017 Zenger Folkman As confidence increases, willingness to ask for feedback increases. But as confidence raises to the highest level, asking for feedback declines. Asking for Feedback and Self-Confidence 0 10 20 30 40 50 60 Bottom 10% Next 25% Middle 30% Next 25% Top 10% AsksforFeedback Low — Confidence Percentile — High
  30. 30. © 2017 Zenger Folkman As confidence increases, effort to improve increases. But as confidence goes too high, effort to improves decreases. Effort to Improve and Confidence 0 10 20 30 40 50 60 1 to 10 11 to 20 21 to 30 31 to 40 41 to 60 61 to 80 81 to 90 91 to 100 MakesEfforttoImprove BasedonFeedback Low — Confidence Percentile — High
  31. 31. © 2017 Zenger Folkman How to Get Honest Feedback if You Are a Senior Leader? Set a high bar. • If you ask, “Did the meeting go well?” — all you will get back is a “Yes.” • Instead ask, “What could I have done to have a better meeting?” Ask others to tell you something they think you don’t know and don’t want to hear. Ask difficult questions. • How could I spend my time more effectively? • What am I not listening to that I really need to hear? • How could I approach this problem from a completely different direction and challenge my assumptions?
  32. 32. © 2017 Zenger Folkman 9 Attitudes that Make People More Coachable 1. Assumption that others have your best interest at heart. 2. Confidence that if there is something wrong, you can fix it. 3. Willingness to take risks—getting feedback is never completely safe. 4. Willingness to take initiative and put in extra effort, if necessary. 5. Comfortable speaking up when you have something to say.
  33. 33. © 2017 Zenger Folkman 9 Attitudes that Make People More Coachable 6. Desire to innovate and be less conventional. 7. Proactively communicate with others and keep others informed. 8. Belief that you have been successful in the past and will be in the future. 9. Don’t believe all of the praise and positive messages from others. People want to tell you what they think you want to hear.
  34. 34. © 2017 Zenger Folkman ANNOUNCING A NEW BOOK BY JACK ZENGER AND JOE FOLKMAN! SPEED: How Leaders Accelerate Successful Execution 1. To enter the drawing complete the short survey at the end of today’s webinar 2. We’ll notify winners next week 3. NOTE: You must exit and end the webinar in order for the survey to launch Available now on Amazon.com WIN A FREE COPY!
  35. 35. © 2017 Zenger Folkman This year’s Leadership Summit will take place in the late fall at Robert Redford’s acclaimed Sundance Resort. Meet and engage with some of the world’s top thought leaders and luminaries in the human performance industry. New research provides the foundation for each speaker presentation. Working sessions follow during which attendees and speakers gather in groups for brainstorming and group activities. November 7-8 — 1 ½-day Leadership Summit An executive forum, with industry-leading speakers and break-out sessions on current issues facing HR and L&D professionals today Reserve Your Seat Now! Learn more at summit.zengerfolkman.com Engage with Top Industry Experts. Learn From The Best. Network. Post-Conference Workshops.
  36. 36. © 2017 Zenger Folkman Thank You for Joining us Today! We hope you’ll join us for next month’s Webinar: The Unlikable Leader: 7 Ways To Improve Employee/Boss Relationships Register now at www.zengerfolkman.com/events

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