This is a great way to think about this. Within my organization, I recruit the next crop of leaders. I say I am looking for a “coachable disrupter.” If I was looking for people like other senior leaders, we would get the same result.
No. I don't think that's a shared understanding organizationally but I define it as Evidence of Change + Productive Mindsets + Active Engagement. Coachability can change for folks. For example, if they are struggling with something personally, they may not have the ability to really actively engage at that specific moment of time.
Interesting topic. I don't know about how your firm handles these folks. To be frank, the folks who do this are those I do not care to spend time with. That said, I will always ask for suggestions, but if you are over thirty and still doing this.. Perhaps it's time you grow up. However, in the words of Bob Dylan: " ...it ain't me ..."
Much of it is likely sussed out in the hiring process, true.
It is common for us to elevate junior voices to facilitate dialogues very early on, among other examples.
But here is a question that becomes glaring in your analysis. How do you tell someone to "grow up" in a way that doesn't make them defensive? OR are you suggesting a very direct approach?
A fanstatic and proactive way of disarming our harshest critics. What would they do? Our critics are largely theorists until you take them to task. This can be balanced with the Stoic philosophy of learning from even those nattering nabobs of negativity. Thank you for the read.
It would be fun to trace "nattering nabobs" all the way back to Marcus Aurelius - but history seems to give all that credit to Spiro Agnew. Surely he didn't invent it...
I’ve started the same thing even when being complimented. When I receive a, “good job” I’ll say thanks, what specifically did you have in mind when thinking I did a good job? I started doing this after reading your field note on praise vs. recognition (or similar title/topic).
And asking it just like that, David, has never been interpreted as you being too pointed or confrontational? People are generally ready with a more detailed reply for you?
I’m pretty casual about it. I always lead with, “Thanks!” Then some back and forth and back and forth goes on, then I’ll ask them, “Thanks for the positive feedback. What stood out to you most?” or you know, something like that. I don’t press if they’re not willing to give up feedback (or if they were just trying to be nice).
This is a great way to think about this. Within my organization, I recruit the next crop of leaders. I say I am looking for a “coachable disrupter.” If I was looking for people like other senior leaders, we would get the same result.
Interesting combo title you've got there, Jo Lein. Do you think most people in your organization have an in-common working definition of "coachable"?
No. I don't think that's a shared understanding organizationally but I define it as Evidence of Change + Productive Mindsets + Active Engagement. Coachability can change for folks. For example, if they are struggling with something personally, they may not have the ability to really actively engage at that specific moment of time.
Good morning,
Interesting topic. I don't know about how your firm handles these folks. To be frank, the folks who do this are those I do not care to spend time with. That said, I will always ask for suggestions, but if you are over thirty and still doing this.. Perhaps it's time you grow up. However, in the words of Bob Dylan: " ...it ain't me ..."
Thank you for your time.
Much of it is likely sussed out in the hiring process, true.
It is common for us to elevate junior voices to facilitate dialogues very early on, among other examples.
But here is a question that becomes glaring in your analysis. How do you tell someone to "grow up" in a way that doesn't make them defensive? OR are you suggesting a very direct approach?
A fanstatic and proactive way of disarming our harshest critics. What would they do? Our critics are largely theorists until you take them to task. This can be balanced with the Stoic philosophy of learning from even those nattering nabobs of negativity. Thank you for the read.
Morning, Sam.
It would be fun to trace "nattering nabobs" all the way back to Marcus Aurelius - but history seems to give all that credit to Spiro Agnew. Surely he didn't invent it...
I agree on Spiro :)
I’ve started the same thing even when being complimented. When I receive a, “good job” I’ll say thanks, what specifically did you have in mind when thinking I did a good job? I started doing this after reading your field note on praise vs. recognition (or similar title/topic).
And asking it just like that, David, has never been interpreted as you being too pointed or confrontational? People are generally ready with a more detailed reply for you?
I’m pretty casual about it. I always lead with, “Thanks!” Then some back and forth and back and forth goes on, then I’ll ask them, “Thanks for the positive feedback. What stood out to you most?” or you know, something like that. I don’t press if they’re not willing to give up feedback (or if they were just trying to be nice).