The Power of a Coachable Mind

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Episode Transcript

Speaker 1 (00:02):
Recently, we've taken one of our service programs,
coachability, and we've combinedit with another great company
called Outbound View and we'vecreated this co-brand called
Coachable Mind.
I am absolutely convinced acoachable mind is missing in the
team setting.
It's missing for each and everyleader, it's missing for teams,

(00:23):
departments and certainly wholeorganizations.
First of all, what is acoachable mind?
A coachable mind is somebody,at its core definition, who
seeks feedback and coachingproactively for their personal
development, addressing blindspots, ultimately cultivating
and crafting deep personalself-awareness.

(00:45):
Now, I say that with a littlebit of a theatrical tone for a
reason, because when I thinkabout the data that's out there,
gallup 71% are neutral oractively disengaged.
Only 29% are positively engagedin the workplace and that
number has even gone lower.
With their latest study, drTasha Yurek talks about 85% of

(01:09):
people in her study were provento significantly lack
self-awareness.
Mckinsey reported in Q4 in 2022, yet the numbers have even gone
up.
42% of people are activelylooking for jobs due to a lack
of career coaching anddevelopment.
So not only do people wantcoaching and development, yet we

(01:31):
also have to nurture them to beproactive in getting that.
And the toughest thing is ifyou look at it at an even more
simplistic level, a coachablemind is well-trained emotionally
, using the major tenets ofemotional intelligence to accept
feedback, void of agreement ordisagreement.

(01:52):
See, I'm convinced that we havea challenge with every single
employee present, companyincluded.
When you hear something youdon't like, what do you do?
Do you calm down and say let mereflect upon that, or do you
feel defensive?
And how often do people say,well, give me an example.
And then you give somebody anexample and it turns into an

(02:16):
argument Coaching feedback.
A worthwhile professionaldiscussion has left the building
.
Why?
Because somebody's in anemotional state.
So when you get feedback at itscore that you don't like or
maybe you disagree with, takethree deep breaths.

(02:38):
Now we had this with one of ourclient sites.
We had 10 managers do this givereal world feedback,
constructive feedback, and therule was when I give you this
feedback to the employee, youhave to take three deep breaths.
All 10 managers came back andsaid we noticed a noticeable
difference in the way wecompleted our conversation.

(02:59):
See, when you're in the momentand you hear things you don't
like, what happens?
You get upset.
So a coachable mind is somebodywho proactively and
professionally seeks feedbackand coaching.
They know they have blind spots.
So, at its core, very few ofany of us have ever been

(03:22):
formally educated in semesteryear-long courses in junior,
high school, high school orcollege on proactively and
professionally seeking feedback.
Think of it, and one of myprobably the best boss I ever
had.
She used to always tell me ifyou don't like feedback, go get
it before someone has to give itto you.
I'll never forget that, 40years later.
So a coachable mind is somebody,is an employee, typically an

(03:51):
individual contributor.
It certainly can be leaders aswell, but we've crafted this
deliverable, this coachable mindprogram, to teach people how to
become coachable, how to becomecoachable, to become easier to
lead, more leadable, if you will, easier to mentor, easier to
provide feedback.
And, its most fundamental core,here's what happens.

(04:14):
If I, as an individualcontributor, go to my boss and
say what are two things I'mdoing really, really well and
what's one area you wouldencourage me to improve?
Notice I didn't constructivefeedback.
So we literally coach, trainand educate people to literally
do things on their terms,cultivate themselves, and
something magical happens.
As theatrical as that sounds,people become easier to lead.

(04:43):
So when you fold your arms,roll your eyes and say, give me
an example.
The employee is really sayingdon't give me any more feedback,
I'm not emotionally stable orready enough to handle it.
Get away from me,subconsciously.
What do most people certainlyteammates do, or peers, and some
leaders will do this they walkaway.

(05:03):
We literally walk away and wetell people in our Coachable
Mind program, especiallyindividual contributors, the day
you start hearing silence andyou stop hearing feedback and
coaching and getting questions,you should really really worry.
Coaching and getting questions,you should really really worry.

(05:27):
And when I use that statementin our workshop, you see the
facial expressions just changeBecause I get it.
Every workshop and we have acoachable mind leads to
coachable career workshop andevery single time I've done it,
people will come back and sayyeah, but what if you get
feedback that you know, you justknow is wrong and the person

(05:48):
just doesn't have all thedetails?
And I'll look at that personand say even you now asking that
question, it gets you kind ofriled up, doesn't it?
Every single time the persongoes well, yeah, a little bit.
And I'll say Every single timethe person goes well, yeah, a
little bit.
And I'll say you might bepresenting yourself just like
that.
Yes, feedback is not cloaked inaccuracy, it's feedback, it's

(06:11):
perspective.
So, like right now, if I saidto you and I said this to a
gentleman recently if I said toyou, wow, you're an emotional
wreck, and what if that's myperception?
And right now you even saidyeah, I'm a little emotional,
but of course I took it to thenth degree You're an emotional
wreck.
Would I be wrong in my mind?

(06:32):
And he sat there and he stoppedand I'm using questions, of
course and I said it'sinteresting, isn't it?
He goes yeah, and I said sowhat if you smiled and said wow,
first of all, thanks for thefeedback.
Would you mind if we got backtogether?
I kind of want to absorb thisbefore I say something.
I just want to digest it andreally kind of dig into it.

(06:52):
Is that cool with you?
And the guy looks at me andsaid I've never done that.
I said most people haven't.
I said I still forget to do itand I teach this.
I said I still forget to do itand I teach this and it's
interesting.
So sometimes we have to slowdown and interrupt our emotional
patterns.
It's called a psychologicaldisrupt.
So when we ask those people,those 10 managers, to say I'm

(07:14):
gonna give you some constructivefeedback.
I want you to take three big,deep breaths before you respond.
That is interrupting thetypical emotional response.
The emotional pattern has beeninterrupted.
So a coachable mind is acoachable career.