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Coachability

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Coachability

The Leadership Superpower

Kevin Wilde,

15 mins. de lectura
9 ideas fundamentales
Audio y Texto

¿De qué se trata?

Become a better leader by learning to harness feedback.

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Editorial Rating

9

Qualities

  • Innovative
  • Applicable
  • Insider's Take

Recommendation

Veteran leadership development executive Kevin Wilde persuasively argues that learning how to accept feedback as a leader has far more value than learning how to deliver it. This concise, intriguing read offers copious data and field research that demonstrates how leaders can make the most of feedback, that is, improve their “coachability.” More importantly, he believes anyone can develop coachability and outlines numerous strategies to do so. Wilde brings to bear 17 years as head of leadership and talent management at General Mills, along with his current, cutting-edge research at the University of Minnesota.

Summary

As leaders gain experience and grow older, their receptivity to coaching and feedback often declines.

Organizations spend billions annually on developing leaders, yet CEOs still complain about the lack of a leader pipeline. Unfortunately, as workers become leaders and gain experience, their willingness to improve through feedback and coaching often declines. Most firms want leaders to be able to coach, so they emphasize coaching skills – while neglecting or completely overlooking the importance of “coachability”: leaders’ ability to seek and respond to feedback in order to improve. Coachability skills boost leaders’ effectiveness and careers; they make it possible for leaders to continually develop.

To illustrate the importance of coachability, imagine someone lost a cell phone and searches for it in a room full of people – all of whom know where the phone is. First, the people in the room remain silent. Then they start to say encouraging things, like “I know you can find it!” and “Nice shoes!” Notice how the words of support don’t offer any real help in finding the phone. But now, the group starts saying “warmer” or “colder” as the phone...

About the Author

Kevin D. Wilde is an executive leadership fellow at the University of Minnesota, where he teaches and researches leadership, coaching and talent development. His career has included 17 years serving as General Mills’ senior talent development executive, preceded by 17 years at General Electric, where he participated in its renowned corporate leadership training center.

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