The Feedback Code: How Coachability Redefines Leadership

For much of my career, I wasn’t exactly coachable. I thought I could go it alone, trusting my instincts over others’ feedback. Still, I was reflective—letting insights trickle in, sometimes piecing them together only after the fact. Sure, I made my share of mistakes and tuned out valuable advice more than I’d like to admit. But after every misstep, there was always that period of introspection, a moment to pause, to rethink. Slowly, feedback found its way in, and I’d adjust my course, bit by bit.

In today’s rapidly changing business world, the concept of coachability has become essential. Leaders who actively engage with feedback, stay adaptable and embrace change cultivate workplaces where learning and innovation thrive. Research shows that coachable leaders tend to be more effective, resilient, and inspiring to their teams. But being coachable goes beyond simply hearing feedback; it’s about engaging deeply, reflecting on insights, and converting them into meaningful, lasting change.

What is Coachability?

Coachability is a leader’s ability to seek, receive, and apply feedback with humility and a commitment to growth. It means being open to perspectives and embracing a mindset where learning is constant. Studies consistently show that coachable leaders demonstrate greater adaptability, emotional intelligence, and innovation. Research from Zenger Folkman reveals that leaders who model coachability are rated significantly higher by their teams, fostering a culture of openness and growth. By staying committed to learning, coachable leaders cultivate an environment where feedback flows freely and ideas flourish.

The Unexpected Lesson from HDFC Bank: A Coachability Catalyst

One of my most transformative lessons in coachability came from unexpected feedback on my last day as CMO at HDFC Bank. I’d decided to start a new venture, eager to dive into entrepreneurship with all the experience I’d gathered. Like many in marketing, I’d worked with various partners—advertising agencies, media companies, consultants. I believed in learning from them; many showed character and leadership qualities I admired.

Among them was a printing vendor who had persistently asked to meet in my final days. Let’s call him Manish. Initially, I assumed he wanted to discuss payment, so I agreed, not wanting to leave any loose ends. Manish had three unusual requests: he wanted to meet alone, not in my office, and for 45 minutes. Intrigued, I accepted, and we settled into an old wooden bench in the reception area.

Manish started by congratulating me on my decision to become an entrepreneur. He shared how much he had enjoyed working with me, then turned to his journey. He proudly recounted how he had built his business, crediting his “Gujarati blood for business.” He spoke of the patience, resilience, and values that had carried him through the years. Meanwhile, I began to feel my patience thinning. Indeed, he wasn’t here to share his life story.

Then, as if sensing my impatience, Manish hit me with a line I’ll never forget: “It takes 1,000 days to make money in any business.” He was quoting an old Gujarati saying about the long road of entrepreneurship. But what came next truly shook me. “You’re leaving a role where your title commands respect,” he said. “Are you ready to sit outside offices, waiting for people who don’t know you and won’t feel obligated to meet with you?”

The question struck a nerve. For years, I’d had the kind of position that opened doors instantly. Manish’s feedback forced me to consider that I might be losing that advantage. My initial reaction was defensive—was he implying I wasn’t prepared? Yet, as I sat with his words, they slowly took root. He wasn’t questioning my readiness but preparing me for the humility, patience, and resilience needed. His feedback wasn’t about the process but about embracing a growth mindset of starting from zero despite years of experience.

Over the next few years, I’d think back on Manish’s words as I waited outside the offices of senior marketing professionals, some far younger or junior to me, hoping they’d give me a few minutes. His insight gave me the courage to endure those waits with quiet resilience. My co-founder and I built Hansa Cequity, earning respect and creating a solid reputation in analytics. His words had become a cornerstone of my journey, reminding me that coachability isn’t just about hearing feedback; it’s about letting it reshape your approach.

The Science of Coachability: Neuroplasticity and Growth

An intriguing aspect of coachability lies in neuroplasticity, the brain’s ability to adapt and form new neural connections. Studies reveal that engaging with feedback, reflecting on it, and applying new behaviors physically reshapes our brains, reinforcing pathways that support adaptability and growth. Nature Reviews Neuroscience emphasizes how neuroplasticity enables leaders to adopt new perspectives, embedding positive feedback-driven change.

Research shows that coachability isn’t just a mindset but a physiological process. Leaders who actively seek feedback and adjust their approach essentially “rewire” their brains. Over time, this rewiring builds resilience, making it easier to face future challenges with flexibility. A study in the Journal of Cognitive Neuroscience supports this, demonstrating that practicing new behaviors solidifies them in our neural pathways, making them second nature.

However, neuroplasticity requires intentionality. Leaders committed to coachability must consistently seek feedback and practice new behaviors to reinforce these pathways. This principle of neuroplasticity underscores the transformative power of coachability, allowing leaders to evolve in ways that benefit themselves, their teams, and their organizations.

The Broader Impact of Coachability: Insights from Research

My experience aligns closely with research on the benefits of coachability in leadership. Studies show that coachable leaders are more likely to navigate complex challenges, resulting in higher team engagement and better outcomes. Research from Zenger Folkman also reveals that coachable leaders are 2.5 times more likely to have highly engaged employees. Employees who see their leaders actively embracing feedback feel more motivated and connected to their work. This link between coachability and team engagement demonstrates a coachable leader’s far-reaching impact on organizational culture.

Conclusion: The Continuous Journey of Coachability

Coachability is more than a skill; it’s a journey that requires leaders to embrace feedback, challenge their assumptions, and evolve continually. Supported by neuroscience and behavioral research, coachability transforms individual leaders and drives organizational success, fostering a culture where growth, resilience, and adaptability are valued. Leaders who embody coachability unlock their potential and the potential of everyone they influence.

Take Action: Build Your Coachability Plan

Create a personal roadmap to become coachable. Start with self-coaching to identify areas for growth, seek mentors for honest feedback, and work with a leadership coach to fast-track your journey. These resources amplify your coachability, helping you engage with feedback, adapt effectively, and elevate your leadership. Embrace each step as an investment in your potential and continuous growth.