The Missing 1/2 to Building a Feedback + Coaching Culture: (Coachability)

The Coaching Trap: Coachability Matters More Than You Think

Organisations worldwide are pouring $￡billions into leadership training and coaching programs, believing it will revolutionise their workforce. But here’s the truth: most coaching efforts fail to deliver the results expected. Why? They are missing one vital piece of the puzzle—coachability.

Coachability—"an individual’s willingness and ability to proactively seek, demonstrate receptivity to, and act on constructive feedback to accelerate individual growth and elevate performance” (Weiss 2019; Weiss & Merrigan, 2021) - is often overlooked. Coaching alone won’t work if employees aren’t open to growth. It’s like trying to plant seeds in concrete. Without fertile soil, nothing will grow. And that fertile soil is coachability.

You see, you bring in external coaches and consultants to train your leaders on how to coach and how to deliver feedback. But what if the individual opposite isn’t willing to engage into that interaction?

Then you’re most likely not going to drive results through your coaching. By just training your leaders on coaching does not equate to having a coaching culture. That’s ? of the equation. A complete coaching culture requires not just training but also the implementation of processes and systems that support it. Getting 2 sides of the equation right is key if you want drive results through your coaching.

We can’t expect others to engage if we don’t understand how individuals process information. This isn’t a simple, linear process. This is why coachability helps enormously in these situations. You may have heard people say:"I'm not developing or growing because my leader is not developing me".?The question we often ask back is:?What are you doing to move your own development forward?

Now, let’s get into the psychology behind feedback and why coachability matters more than you think.

The Psychology of Feedback: Why Coachability is Crucial

Humans are hard-wired with a desire for affirmation—we want to be seen, valued, and appreciated. This is why many individuals respond well to positive feedback. But what happens when the feedback is less flattering?

Most employees, even those in leadership positions, struggle to accept constructive criticism. According to our research, many operate with ego-driven motives—they want to look good, avoid discomfort, and protect their image. This mindset closes them off from feedback that could actually help them grow.

Here’s where coachability comes into play. People who operate at highly coachable levels — see feedback as an opportunity for improvement, not a threat. They seek feedback, even when it's uncomfortable, because they know it's a tool for growth. The opposite? They shy away from feedback, creating blind spots and limiting their potential.

Coachability measures how well someone can seek, receive, act on coaching and feedback. Without this, even the best coaching programs fail because the message simply doesn’t land.

Our Definition of Feedback:

Coachability is the Key to Sustainable Growth

Think about this: You can invest in the best coaches, but if the person being coached isn’t open to feedback, your efforts will be wasted. In fact, you could say, coachability is the only way to unlock the full potential of coaching. Without it, you’re only addressing half the equation. That’s why our Coachability@Work Assessment changes the game. It’s the 1st?scientifically validated assessment that specifically targets an individual response to feedback, coaching and coachability.

The assessment measures 10 scientifically validated factors, specifically in the context of feedback and coaching to give an individual a baseline level of their coachability. The 10 key attributes are —Growth Mindset, Humility, Authenticity, Curiousity, Initiative, Confidence, Cool, Accountability, Resilience and Agility —that determine how coachable an individual truly is. Before reading the definitions below. Think about a time when you are open to feedback from some people but not others. Then ask yourself:

What is the risk of remaining closed off to feedback, and what are the potential benefits of opening up more?

Coachability@Work Assessment 10 factor definitions:

1. Growth Mindset refers to the belief that individual abilities are malleable attributes which can be shaped and developed through effort and experiences.
2. Humility – in a feedback, coaching, and development context – refers to an individual’s willingness to hear and accept constructive feedback as a valid opinion from someone else.
3. Authenticity – in a feedback, coaching, and development context – refers to the extent that a person views feedback as a tool for genuine improvement and learning, as opposed to one to help them “feel good” or “look good” to others.
4. Curiosity – in a feedback, coaching, and development context – refers to an individual’s preference to extend their learning above and beyond what is always practical for them to perform in their job.
5. Initiative – in a feedback, coaching, and development context – refers to an individual’s self-starting ability — or the ability to get down to work putting forth a complete and dedicated effort, despite obstacles.
6. Confidence – in a feedback, coaching, and development context – refers to an individual’s efficacy and comfort level with hearing and internalising constructive criticism.
7. Cool – in a feedback, coaching, and development context – refers to the temperament people have surrounding feedback situations.
8. Accountability – in a feedback, coaching, and development context – describes an individual’s tendency to feel a sense of obligation to act on feedback.
9. Resilience – in a feedback, coaching, and development context – refers to the tendency for individuals to thrive in challenging situations.
10. Agility – in a feedback, coaching, and development context – refers to proactively creating opportunities or overcoming obstacles by rethinking or redefining typical approaches.

Now you know more about our thinking around coachability. Let’s get into authenticity and humility.

The Danger of Echo Chambers

Let’s take a closer look at a common issue: high authenticity and low humility. Individuals with high authenticity seek feedback but often limit their sources to a select group of like-minded individuals. This creates an echo chamber, where the only feedback they receive reinforces their existing beliefs. They might think they’re being open, but in reality, they’re blocking out critical perspectives.

When you pair this with low humility, their openness to feedback may be selective. They might limit themselves to a narrow group of individuals who align with their worldview, leading to a risk of groupthink. They may think they are being authentic by continuously seeking feedback, but they are only drawing from a small, familiar circle of sources.

This is where the Coachability@Work Assessment comes in—it identifies blind spots in coachability, helping people break free from the comfort of their echo chambers and seek feedback from diverse, valuable sources. Our “Humility” factor is always a topic of big discussion with our clients. Here are 5 tips you can take away on how to manage someone who scores particularly low on humility.

Coachability Tip #1: Dealing With Someone With Low or moderate Humility

When you coach someone with low or moderate humility, approach the conversation carefully. Directly labelling them as "low in humility" may cause them to be defensive or closed off. Instead, focus on exploring the concept of humility in a non-confrontational way. Discuss openness and the ability to shift perspectives, which are key aspects of humility, to help the person engage in the conversation.

Coachability Tip #2: Understanding Resistance on Low or Moderate Humility

Your goal is to help the person uncover why they might be closed off to receiving feedback or insights from certain individuals. Asking questions such as "What stands in your way?" or "Why are you open to some people and not others?" encourages self-reflection and introspection. By identifying the reasons behind their resistance to certain people or information, they can begin to understand the impact of their lack of openness on their growth.

Coachability Tip #3: Exploring the Impacts on Low or Moderate Humility

Encourage the individual to evaluate the risks and benefits of their behaviour. What is the risk of remaining closed off to feedback, and what are the potential benefits of opening more? This helps them consider the consequences of their limited humility on their performance and relationships.

Coachability Tip #4: Contextualising a Discussion Around Humility Within Your Leadership Team

Try doing this for your leaders. Contextualise a discussion on humility. Ask them who within their team they are more open to, and why that might be. This helps them see the practical impact of their humility, or lack thereof, in a real-world setting. Your goal is not just for them to understand the concept of humility, but to see how it specifically affects their behaviour, decision-making, and relationships within the team.

Coachability Tip #5: Your Coaching Strategy

When your coaching, ask questions that highlight the relationship between humility and effectiveness. Help them see how humility enables them to better hear, process, and apply information. Avoid making it solely about the abstract concept of humility. Instead, make it personal—how does their humility (or lack of it) stand in their way, or how does it enable their success?

So I talked briefly about “Authenticity and Humility”. But what about “Confidence”?

The Confidence Challenge

Confidence is often misunderstood in the context of coachability. It’s not about general self-assurance—it’s about having the confidence to handle constructive feedback without feeling threatened. You see, individuals who score low in confidence typically shut down when they process feedback, becoming defensive or disengaged.

That’s why we use the Coachability@Work Assessment before starting coaching engagements. This way, we can see how open the coachee is to feedback and change. For those who score low on confidence. We can immediately start building confidence in their ability to handle feedback. This way, they can start becoming more open and willing to engage in the process. Win, win!

Humans aren’t robots: Breaking The Linear Approach

Yup, that’s right. Humans aren’t robots. You can’t simply input feedback and expect predictable results. Feedback can’t drive results if it falls on deaf ears. You can make things easier for yourself by actually start measuring and developing coachability across your organisation. When employees embrace feedback, they take ownership of their development—and that’s when real change happens. With our Coachability@Work Assessment, you can ensure both your leaders and employees are primed to grow. Are you ready to see the full results of your coaching investments?

Why Your Organisation Needs Coachability Now

Are your employees coachable? Most organisations assume the answer is yes. But the reality is often far from it. Without an effective way to measure and improve coachability, you’re likely wasting resources on coaching programs that won’t deliver.

Our Coachability@Work Assessment provides organisations with the tools to ensure that their workforce is primed for growth. By identifying coachability gaps and addressing them head-on, we help you create a feedback-rich environment where coaching actually works.

Don’t Let Coachability Be the Blind Spot in Your Strategy

It’s time to stop relying on one half of the equation and focus on creating a truly coachable culture. By focusing on coachability, you ensure that your coaching efforts yield real, measurable results.

With our Coachability@Work Assessment, you can ensure that feedback isn’t just given—it’s acted upon. Don’t wait—start driving results today.

Imagine every single one of your leaders and team members taking ownership of their development. Where feedback isn’t met with resistance, but with enthusiasm. That’s the power of coachability.

Is your organisation prepared to close the coachability gap?

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