Carol is a bright and diligent performer on your team. She consistently meets deadlines, and the quality of her work is excellent. However, she seldom volunteers for projects outside her usual responsibilities. You know she has the potential to take on more complex projects, and both of you agree that it would be great for her development, but she hesitates to step outside her comfort zone.
Dylan is also a high performer who completes his work on time. Like Carol, he doesn’t volunteer for projects. However, his mindset is different—he prefers to stick to his tried-and-true approaches: “Why fix something that’s working?” When given feedback, he seems receptive – he nods and acknowledges the input – but nothing changes.
What makes someone coachable?
Coachability is more than just being open to feedback—it’s a set of skills that include:
- Seeking feedback – Do they ask for input proactively?
- Receiving feedback well – Do they listen without becoming defensive?
- Reflecting on feedback – Do they notice patterns in the feedback they receive?
- Acting on feedback – Do they apply what they’ve learned?
I Can’t Zone
Chris is a high-potential employee who excels at his current role. However, when given a stretch assignment, he hesitates. Instead of embracing the challenge, he focuses on potential failure, saying things like, “I’m not sure I’m the right person for this,” or “I don’t want to let the team down.”
Like Carol, Chris is stuck in the “I Can’t Zone” – he lacks confidence in her ability to take on something new. He avoids high-stakes tasks, seeks reassurance, and sets safe rather than challenging goals. If left unaddressed, this hesitation could limit his growth.
Helping employees move into the Learning Zone
Managers can help employees like Carol and Chris build confidence and increase coachability by:
- Reframing mistakes as learning opportunities – Share your own past mistakes and what you learned to normalize setbacks.
- Highlighting past successes – Remind employees of challenges they’ve overcome to build a positive self-perception.
- Providing clear specific expectations – For example, instead of saying, “You need to be a better communicator,” say, “One way to improve is by summarizing key points at the end of meetings.”
- Offering support, not just challenge – Help employees see that growth doesn’t mean going it alone—offer coaching and resources.
Whether an employee lacks confidence or has too much of it, the goal is the same: help them develop accurate self-awareness so they can engage in the learning process. When confidence and coachability align, employees don’t just grow—they thrive.
