AS THE business expands and the demand for increased performance becomes a priority, coaching becomes one of the most essential practices to help people reach their potentials. Companies invest in expert coaches, placing high hopes in the proven process of coaching both for personal and workplace development.
But no matter how good a coach is or how specialized a program is designed, there are just some people who are not ready.
Like in any relationship, coaching takes two to tango. The coach may be totally committed to his profession, but if the learner or coachee is coming to the table with a fixed mindset, the sessions would be a waste of money and time.
Human capital strategy leaders Matt Brubaker and Chris Mitchell have discussed in details the following four signals that an executive is not ready for coaching. Here is an excerpt from their article at hbr.org:
(1. They blame external factors for their problems.)
When things go wrong, does this person always have an excuse? Maybe they point a finger at the quality of their team, a lack of resources, or even their boss.
Leaders like this often ignore criticism if it does not jibe with their view of themselves — and such feedback is easy to ignore if it’s buried in a performance review or mentioned briefly in a larger conversation. Conducting a non-judgmental, just-the-facts 360-degree review could help them see the reality of their situation. Until they can see what others see and why it matters, they won’t examine their behavior, and coaching will be useless.
(2. You cannot get on their calendar.)
They may cancel sessions at the last minute, constantly reschedule, or, when they do show up, be visibly distracted. They lack space for coaching both in their calendar and in their mind. They will apologize for being hard to pin down, and be very direct about how busy they are. Do not be surprised if they’re flattered to be offered to coach. But coaching cannot be crammed into the schedule of a leader who wears their busyness as a badge of honor. Their inability to prioritize is a sign they need coaching, but their unwillingness to make room for it suggests they would not be a good coaching investment.
Ask this person what tasks or responsibilities they’d be willing to give up or delegate, even temporarily, to make time for coaching. If they struggle to think of any, give them a gentle but firm ultimatum as part of a career planning conversation: that they have plateaued at the company and won’t go to the next level until they make time for self-development.
(3. They focus too much on tips and tactics.)
Some leaders eagerly agree to coach, but then avoid the deeper inquiries required for meaningful transformation. They’re willing to modify behaviors, but not beliefs. The quick-fix leader becomes frustrated when their coach asks questions that require self-reflection. Everything comes back to tactics. (A related warning sign is if a leader asks how quickly the coaching can be finished — especially if they demand that the cycle is compressed.)
To prompt this kind of leader to be open to self-reflection, remind them of all the other times they vowed to change but were unsuccessful. They then might realize they need to work on more than just changing their game plan. Or, introduce them into a preliminary mentoring conversation with one of the leaders they admire. Tell the mentor to share their experience of struggling to develop.
(4. They delay getting started with a coach to “do more research” or “find the right person.”)
To be sure, it’s important to have a good fit between a leader and his coach. But a continual rejection of qualified coaches should give you pause. A related red flag is if the person is acting confused, and asking repeatedly why coaching has been suggested. Assuming you’ve clearly explained why coaching is necessary, this could be a defense mechanism and a signal that the person is not ready to confront their shortcomings. It usually stems from insecurity.
Reframe coaching as an investment the organization is making in their development rather than a personal fix. If this leader can view coaching as something positive to help them achieve their goals, they may warm up to the process.
Readiness is a critical factor to make coaching successful. Should coaching be met with the utmost resistance, management may be better off investing in them through academic courses or specific skills training modules.