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Coachability: Seven Moments to Increase Performance and Advance Potential

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As organizations move away from traditional performance management systems, many strive to become ‘coaching cultures’ but fall short of sustained success and impact. While much is invested in developing the coach, little attention is paid to increasing employee ‘coach-ability’. This session will provide an overall strategy to rebalance coaching initiatives by highlighting the seven moments where leaders can equip and inspire talent to increase employee coachable capability.

Published in: Leadership & Management
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Coachability: Seven Moments to Increase Performance and Advance Potential

  1. 1. BUT DO THEY REALLY WANT TO LEARN? THE MISSING LINK OF COACH-ABILITY By KEVIN D. WILDE (C) 2017 DO NOT DUPLICATE OR DISTRIBUTE WITHOUT PERMISSION
  2. 2. We Can Produce Learning!
  3. 3. But Do They Really Want To Learn?
  4. 4. COACH-ABILITY (C) 2017 DO NOT DUPLICATE OR DISTRIBUTE WITHOUT PERMISSION
  5. 5. THE INVESTOR (C) 2017 DO NOT DUPLICATE OR DISTRIBUTE WITHOUT PERMISSION
  6. 6. THE EMPLOYEE (C) 2017 DO NOT DUPLICATE OR DISTRIBUTE WITHOUT PERMISSION
  7. 7. © 2016 Kevin D. Wilde All Rights Reserved Do Not Distribute in Any Form Without Permission THE LEADER (C) 2017 DO NOT DUPLICATE OR DISTRIBUTE WITHOUT PERMISSION
  8. 8. My ‘coach-ability’ vs. others I know ... 1 = LOW 10 = HIGH CRITERIA?
  9. 9. © 2017 Zenger Folkman POLL My Coach-ability vs. Others I Know Respond at: PollEv.com/zfpoll OR Poll Everywhere App
  10. 10. 41 52 0 10 20 30 40 50 60 Derailed Other Leaders Percentile Scores Asks for and Responds to Feedback THE BLIND SPOT © 2017 Zenger Folkman - All Rights Reserved
  11. 11. 29 37 41 46 0 10 20 30 40 50 60 Manager Rater Peer Raters Direct Report Rater Self Rater 360 early warning signs were most evident to manager Derailed Leaders Overestimate Their Performance Overall360ScorePercentile Derailed Leader 360s by Rater © 2017 Zenger Folkman - All Rights Reserved
  12. 12. Level LOW HIGH Supv Ask&RespondtoFeedback Mgr Mid Mgr Exec Sr. Exec
  13. 13. Level LOW HIGH Supv Ask&RespondtoFeedback Mgr Mid Mgr Exec Sr. Exec
  14. 14. Which is the ‘High Potential’ and which is the ‘Ready Now’ Talent?
  15. 15. © 2017 Zenger Folkman - All Rights Reserved Potential ratings correlate with Coach-ability 38.0 40.0 42.0 44.0 46.0 48.0 50.0 52.0 54.0 Bottom Middle Top CoachablePercentile Potential Rating
  16. 16. Coach-Ability LOW HIGH HIGH OVERALLLEADERSHIP EFFECTIVENESS
  17. 17. Coach-Ability LOW HIGH HIGH OVERALLLEADERSHIP EFFECTIVENESS
  18. 18. © 2017 Zenger Folkman - All Rights Reserved 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 Male Female
  19. 19. Level LOW HIGH Supv Coach-Ability Mgr Mid Mgr Exec Sr. Exec
  20. 20. © 2017 Zenger Folkman - All Rights Reserved 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
  21. 21. © 2017 Zenger Folkman POLL Your Own Word to Describe Coach-ability Respond at: PollEv.com/zfpoll OR Poll Everywhere App
  22. 22. Volunteer Exercise
  23. 23. Confidence (To Try)
  24. 24. Confidence LOW HIGH HIGH Coach-ability
  25. 25. Confidence LOW HIGH HIGH Coach-ability
  26. 26. Confidence LOW HIGH HIGH Coach-ability
  27. 27. Confidence: Coach Viewpoint © Kevin D. Wilde, 2017 More Coachable: “They have had positive experiences growing from coaching, feedback and ‘learning new ways’.” Less Coachable: “Bad coaching and criticisms makes them avoid considering new ways ... Or they’re just lazy.”
  28. 28. Confidence (To Try) • Underpinnings of confidence and choosing learning zone over comfort zone • Comfort in trying new things to extend and expand range of abilities and knowledge • Providing safe places to try it out
  29. 29. Motivation (Spark It)
  30. 30. PASSED 1ST COURSE WITHIN 2 WEEKS OPEN: MV 1st 33 LIMITED: 2 communities Cohort: 35 0% 91%  Scarcity & Competition  Clear and motivating WHY  Community of Support
  31. 31. Motivation: Coach Viewpoint © Kevin D. Wilde, 2017 More Coachable: “Either they continually strive to be personally better or they are coachable on a specific topic.” Less Coachable: “They are comfortable with the status quo, don’t see the need to learn something new, believe they know it all ... And make the same mistakes over and over again.”
  32. 32. Motivation (Spark It) • Clear on Why? • General improvement ethic or specific to mission • Willing to pause and reflect - even with unexpected messages
  33. 33. Curiosity (Open It)
  34. 34. More Coachable: “They see themselves as not-yet- finished product.” Less Coachable: “They are defensive, closed, they rationalize and are in denial. They see the need to protect themselves and be seen as perfectly formed.” (C) 2017 DO NOT DUPLICATE OR DISTRIBUTE WITHOUT PERMISSION Curiosity: Coach Viewpoint
  35. 35. Curiosity (Open It) • Not satisfied replicating past success patterns - Willing to take a ‘wake up call’ – Broad and Expanding • Skillful @ feedback • General curiosity and openness – on an unfinished journey
  36. 36. Open It - CuriosityTry It - Confidence Spark It - Motivation
  37. 37. My re-do ‘coach-ability’ vs. others I know ... • 1 low, 10 high • Under 5 ... Thoughts to help myself • Over 5 ... Thoughts to help others (or see confidence study again)
  38. 38. © 2017 Zenger Folkman POLL My re-do Coach-ability vs. Others I Know Respond at: PollEv.com/zfpoll OR Poll Everywhere App
  39. 39. Group Discussion • Divide Breakout group into two smaller group discussions around a specific Talent Management Practice. • Each practice group will create two flip charts: 1. Barriers to coachability in your practice area 2. Enablers of coachability in this practice area (Overcome barriers and increase effectiveness)
  40. 40. The Gallery Walk • Each practice area team will post their two flip charts and a blank flip chart on the wall back in the conference center. • One team member will remain with the charts to answer questions as other attendees circulate to all the charts to learn about ideas and add their own ideas to the blank chart.
  41. 41. Open It - Curiosity Spark It - Motivation PERSONAL TIPS: • Confidence: - If “I Can’t”: Recall past success patterns; find ‘safe places’ to explore and try out. - If “I Don’t Care: Get back to the ‘learning zone’ with truth-tellers, candid feedback, new immersive experiences/mentors. • Motivation: - Conduct ‘WHY’ audit for universal or mission-driven growth. - Game Plan approach for renewed feedback. • Curiosity: - Where do you consider yourself a novice? Brand? Legacy? Try It - Confidence
  42. 42. Open It - Curiosity Try It - Confidence Spark It - Motivation WHAT BARRIERS AND HOW TO ENABLE GREATER COACH-ABILITY: • Selection • Onboarding • Performance Management • Development • Rewards and Recognition • Succession Planning
  43. 43. Invest In Expanding Coach-ability: Curiosity, Motivation, Confidence Thank You! Resources: www.kevinwildeonline.com

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