There is NO Buy In To Coaching for Leaders

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Episode Transcript

Speaker 1 (00:01):
Personally, I hate the title of getting buy-in to
coaching.
There is no buy-in to coaching.
See, coaching is a byproduct ofsomething that's happening
every single day.
Leaders are communicating withsubordinates.
Peers are communicating withother peers.
Subordinates are communicatingwith upper management.
People are communicating witheach other.

(00:22):
It's a language.
Coaching is another language.
It's a byproduct of thecommunication already occurring.
Now, if somebody calls somebodyinto the office, what's the
typical response?
It's typically uh-oh, I must bein trouble.

(00:42):
So when a boss calls you intothe office, we get a little bit
nervous.
Why?
Because we think we're introuble.
Why is that?
Because we've conditioned that.
Now a leader might say well,wait a minute, I'm not coaching.
Yes, you are.
If you are always callingpeople in to give the
constructive feedback, you arecoaching them.
To leave the company May not beyour intent.

(01:03):
People are not leaving trainingdepartments.
They're not leaving humanresource departments.
The number one reason peoplequit their jobs is because of
their direct manager, whetherfair or unfair.
So when someone says I don'tbuy into coaching, great, what
are you doing to develop talent?
Well, that's the trainingdepartment's responsibility.
It is Do they do the end of theyear review?

(01:23):
I mean, it's a smoke screen,the reason that leaders do not
want to coach, they will firstuse the objection of time.
Time is a smoke screen too.
I do not know what to do or say.
It is a different language.
I don't think anybody can arguethat most people lack
self-awareness.
I cite Tasha Yerrick's work allthe time.

(01:46):
95% of the people in her surveysaid yes, I'm highly self-aware
.
85% ended up not beingself-aware.
Only 10% were of that.
95%.
That means 8.5 out of 10 peopleare lacking self-awareness.
So when a boss speaks to theboss who doesn't buy into
coaching, really think oh, whenI told that guy he had a bad

(02:06):
attitude, it really resonatedwith him.
No, it didn't.
They shut down.
They're not listening to you.
When you want to drive awareness, you have to ask questions.
That is probably the majorcomponent of coaching people.
So when you coach people,probably the major component of

(02:27):
coaching people.
So when you coach people,that's the major component
driving self-awareness, askingquestions that is a transition.
For many leaders that will beeasy, somewhat hard and for some
people very hard.
So when someone says, why don'tbuy into coaching?
You're already coaching people,you're already communicating
with people.
Why not maximize thoseinteractions to drive and retain

(02:49):
talent?
It makes no sense when peoplesay well, you know, leaders
don't buy into coaching, I get.
When people say that I get.
When training and humanresource leaders say that.
Let me address the leaders fora second.
If you say you don't have buyinto coaching, if you have kids
in youth sports, tell them notto go to practice, they just
show up for games.
Would you do that?

(03:09):
Would your kid be worthy ofplaying time?
And what do you do at the endof the year review when you
start giving feedback andaccording to you, you don't buy
into coaching.
And let's say the trainingbudget was slashed and there
wasn't much training, and you'regoing to give someone feedback

(03:31):
saying you didn't improve.
How can anybody look at anotherhuman being and say I didn't
provide you the resources Ididn't buy.
You know, buy time for us tospend together.
I certainly didn't coachbecause I just don't buy into it
and I'm going to have to giveyou lower marks because you
didn't improve.
The message is you need toimprove on your own.

(03:51):
Now, I'm actually not againstthat, yet that's a really tough
message.
So I'm going to say it there isno buy into coaching.
Coaching supports what you'realready doing, which is
communicating with yoursubordinates.