Qualifications For Executive Coaching

Which of these two people above do you think qualifies to be enrolled in an executive coaching program?

Is it their attire?

Could their body language be it?

Or their executive presence?

I have no clue.

Not just by looking at the picture.

It's the attitude that determines qualifications.

The Four Right Attitudes

In the book Becoming Coachable, Scott Osman, Jacquelyn Lane and Marshall Goldsmith lay out the 4 attitudes that anyone who wants to be successfully coached as:

• Open to Change
• Open to Feedback
• Open to Taking Action
• Open to Accountability

The outcome of all coaching to transform the coachee.

You need ALL four to be transformed.

Hurdles to Becoming Coachable

Let's have a look at the possible reasons people have the wrong attitudes.

Not Open to Change

Resistance to change can stem from a variety of factors.

One primary reason is the comfort of familiarity; people often prefer to stick with what they know rather than venture into the unknown.

Additionally, fear of failure or fear of the implications of change can make a person hesitant to embrace new ways of thinking or acting.

The three main culprits that contribute to a lack of openness to change are hubris, arrogance, and negativity.

Hubris, or the know-it-all syndrome, can lead individuals to believe they are perfect and infallible, making them resistant to feedback and improvement.

Arrogance, which involves looking down on others, can cause a person to dismiss the need for change because they feel superior.

Negativity can manifest as a pattern of shooting down suggestions without considering their potential benefits.

Ultimately, a lack of humility and an unwillingness to admit to one's own imperfections can prevent a person from being open to change. It's important to recognize these barriers and work through them to foster a mindset that is receptive to growth and development.

Not Open to Feedback

Several factors can contribute to resistance to feedback.

One key reason people are not open to feedback is a lack of humility or an unwillingness to admit to one's own imperfections. This can be exacerbated by the fear of being vulnerable or exposed, leading to defensiveness when faced with criticism.

Another reason is the perception of feedback itself. If feedback is seen as a personal attack rather than constructive input, it can trigger a negative emotional response.

This is why it's important to view feedback as an opinion, not a fact, and to approach it as a potential for growth rather than a judgment of one's worth.

Additionally, past experiences with poorly delivered or malicious feedback can cause individuals to shut down and become resistant to any form of critique.

It's crucial to differentiate between feedback that is meant to be helpful and feedback that is harmful or unproductive.

It's also important to have "loving critics" – people who can provide honest, yet caring feedback. Without such a support system, it can be challenging for individuals to accept and act upon feedback.

Ultimately, being open to feedback requires a mindset that embraces personal development and recognizes the value of others' perspectives.

It involves developing the skills to invite, listen to, and use feedback to one's advantage, as well as the ability to separate useful feedback from that which is not constructive.

Not Open to Taking Action

One of the key reasons people are not open to taking action is due to inertia. Inertia is the tendency to do nothing or to remain unchanged.

It's an active event in which we persist in our current state rather than switching to something else. This can be due to comfort with the status quo or a fear of the unknown.

Fear is another significant factor. Fear of failure, fear of making mistakes, and fear of the consequences of action can paralyze individuals, preventing them from moving forward.

This fear can be compounded by negative emotions associated with confronting and pushing through barriers and setbacks.

Procrastination is also a common barrier to taking action. It often has less to do with laziness and more to do with mood and the desire to avoid discomfort or pain.

We naturally procrastinate to avoid doing what makes us uncomfortable and instead gravitate toward what gives us pleasure or allows us to check a box more easily.

Additionally, a lack of self-efficacy, which is the belief in one's ability to succeed in specific situations or accomplish a task, can prevent a person from taking action.

If individuals doubt their capabilities, they are less likely to take the steps necessary to achieve their goals.

Lastly, people may not take action because they are overwhelmed by the paradox of choice. When faced with too many options, it can be difficult to make a decision and act on it.

This can lead to analysis paralysis, where overthinking a situation prevents any action from being taken.

To overcome these barriers, it's important to recognize them and then take deliberate steps to address them.

This might involve setting clear goals, breaking tasks into smaller, more manageable steps, seeking support from a coach or mentor, and focusing on building self-efficacy through small successes.

It's about embracing the responsibility to act and understanding that intention alone is not sufficient; action must follow.

Not Open to Accountability

The resistance to accountability can be rooted in several psychological and behavioral factors.

One of the primary reasons is the discomfort associated with admitting mistakes or shortcomings. People often fear that acknowledging their faults will lead to judgment or criticism from others, which can be a blow to their self-esteem.

Another reason is the avoidance of responsibility. Some individuals may not want to be held accountable because it means they have to accept responsibility for their actions and the outcomes.

This can be particularly daunting if the consequences are negative or if there is a high cost to making amends.

Additionally, a lack of trust in the accountability process or in the people involved can lead to resistance. If someone believes that the accountability partner is not fair, supportive, or has their best interests at heart, they may not be open to engaging in the process.

There's also the issue of the "fixed mindset," instead of a "growth mindset." People with a fixed mindset may believe that their abilities and traits are static, leading to a reluctance to be held accountable for change or improvement, as they don't believe it's possible.

Lastly, past experiences with punitive or overly critical forms of accountability can create a negative association with the concept, leading to avoidance in the future.

It's important to create a positive and supportive environment for accountability. This involves choosing the right accountability partners, setting clear and achievable goals, and approaching the process with a mindset geared towards learning and growth.

Accountability should not be about punishment but about helping each other improve and succeed.

Conclusion

Two things become obvious.

One is that the person being coached needs to have

1. Humility - to accept feedback and accountability
2. Discipline - to act on the suggestions given despite failure and difficulty
3. Courage - to receive feedback, be accountable and take action

And these 3 can be measured.

The second point is that a coach needs to be trained not to behave in a negative way but to be supportive.