Coachable Quotes

You can be shaped, or you can be broken. There is not much in between. Try to learn. Be coachable. Try to learn from everybody, especially those who fail. This is hard. ... How promising you are as a Student of the Game is a function of what you can pay attention to without running away.

Try to let what is unfair teach you…what is unfair can be a stern but invaluable teacher…you can be shaped, or you can be broken. There is not much in between. Try to learn. Be coachable. Try to learn from everybody, especially those who fail. This is hard.

Be a Student of the Game. Like most cliches of sport, this is profound. You can be shaped, or you can be broken. There is not much in between. Try to learn. Be coachable. Try to learn from everybody, especially those who fail. This is hard. Peers who fizzle or blow up or fall down, run away, disappear from the monthly rankings, drop off the circuit.

ONLY COACH THE COACHABLE THE TRAITS THAT MAKE A PERSON COACHABLE INCLUDE HONESTY AND HUMILITY, THE WILLINGNESS TO PERSEVERE AND WORK HARD, AND A CONSTANT OPENNESS TO LEARNING.

Coachable people seek out those who speak truth to them, even if it is a painful truth, because it protects them and it makes them a better person and leader.

Design thinking relies on the natural—and coachable—human ability to be intuitive, to recognize patterns, and to construct ideas that are emotionally meaningful as well as functional.

IT'S TIME TO LEARN YOUR A.B.C.s Always BE CONFIDENT Confidence is a feeling, feel it. Always BE CREATIVE Creativity is an ability, enable it. Always BE CURIOUS Curiosity is a desire, desire it. Always BE COMPASSIONATE Compassion is an awareness, be aware. Always BE CHARITABLE Charity is generous, be generous. Always BE CONSIDERATE Consideration is thoughtful, think. Always BE COURTEOUS Courtesy is a mindset, be mindful. Always BE COACHABLE Coachability is a willingness, be willing. Always BE COMMITTED Commitment is purpose, live on purpose. Always BE CARING Caring is giving, give.

Every leader will hit a series of plateaus in their lives. The key is not to say there, because settling on a plateau can easily lead to an elongated season of comfort. Being comfortable is one of the leader's worst enemies

..:Age is not an enemy. Age brings forth widom, character, values and integrity. It all depends on how you welcome it, see it and persive it. It all depends on how much you are willing to learn. Being coachable and having the right attitude, will deffenetly take you places that you never even dream of. Age can help you grow weaker or a lot stronger:..

Coachable leaders are ready and willing to make the needed changes and adjustments in their lives.

Reason #1: They’re not coachable. We’ve

discipline, commitment, passion, confidence, persistence, resiliency, competitiveness, coachability, growth-mindedness, humility, hunger, dedication, tenacity, and grit.

Be a Student of the Game. Like most clichés of sport, this is profound. You can be shaped, or you can be broken. There is not much in between. Try to learn. Be coachable. Try to learn from everybody, especially those who fail. This is hard.

Cultivate relationships with others before we need them. The best way to grow before our circumstances force us to is to cultivate relationships with others. There is no coachability apart from the risk and accountability that comes with being in relationships with others.

The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . .

Fools despise understanding and sound knowledge, they are neither teachable nor coachable but proud to be ignorant and hate discretion. On the other hand the simple are both teachable and coachable, unfortunately they throw away caution, sound judgement and discernment as they believe in every word, story, or false promise imposed on them. That makes them gullible, easily manipulated, brainwashed, deceived or taken advantage of. Unlike the wise, though teachable and coachable but have their guards on to only learn and do what is right.

Self-reliance is an America virtue but not a biblical value. Solomon wrote, "The way of fools seems right to them, but the wise listen to advice." (Proverbs 12:15) The word 'listen' carries with it the meaning of seeking out as well as receiving advice. A lot of pain can be prevented if leaders would just check in with their coach before a making a big decision.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

I’ve met with many coaches and they ask me: “What happened to the coachable athletes? Where did they go?” Many of the coaches lament that when they give their athletes corrective feedback, the athletes grumble that their confidence is being undermined. Sometimes the athletes phone home and complain to their parents. They seem to want coaches who will simply tell them how talented they are and leave it at that. The coaches say that in the old days after a little league game or a kiddie soccer game, parents used to review and analyze the game on the way home and give helpful (process) tips. Now on the ride home, they say, parents heap blame on the coaches and referees for the child’s poor performance or the team’s loss. They don’t want to harm the child’s confidence by putting the blame on the child.

Coachability and Adaptability Multiple times, I've seen reps who are either too insecure to admit that they cannot perform a new function or too fearful of change. They won’t let anyone coach them. If you're not coachable, you won't learn. If you won’t learn, you won’t adapt. Adaptability is a critical trait in any rapidly growing company. As your product, market, competition, and company changes, you'll need people who are flexible enough to adapt to the changing environment. They'll need to perform new tasks, learn new products, and develop new skills.

To have coachability, you need coach ability. Rather than asking whether every player is coachable, perhaps we should ask whether we have the strength of identity to be able to coach different types of players.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

Here are some tips on finding a mentor: 1. Identify who could be a good mentor for you. Remember, you don’t need to aim too high; somebody simply a couple of years ahead of you on their journey might be enough. 2. Get their attention ‒ break through the noise. These people receive huge numbers of messages asking for help and advice, and offers to meet for lunch or coffee so that their brains can be picked. Naturally, they put most of these long emails (they’re often really long) straight in the junk folder to protect the most valuable thing for them ‒ their time. Bear that in mind. To break through the noise, you need to be straight to the point and you need to do Step 3… 3. Seek to add value. Just because potential mentors are successful or higher status, this doesn’t mean you can’t add value to them. Have faith that you have some way of helping them. Study what they’re doing. Are they involved in any philanthropy or social impact causes? How can you help? That’s a great way to get their attention. 4. Act normal. This applies wherever there’s an imbalance of status. For example, when you meet somebody that you’re interested in romantically, and you feel as if they’re probably ‘out of your league, you have to not let that make you behave strangely. If you are too deferential, too reverent, and basically tripping over yourself to do stuff for them because you perceive them to be on another level, then they are unlikely to feel attracted to you. And conversely, sometimes acting ‘not normal’ means you go the other way, and behave like a schoolboy pulling the pigtails of the girl he fancies, going too far in overcompensating. Again, that is not good. Be pleasant to be around. 5. Apply what your mentor advises you to do as quickly as possible, then immediately feedback to them on the outcome of the action. This feedback loop will generate and strengthen the mentor-mentee relationship in the fastest possible way, because entrepreneurial mentors love coachable people who take action. And they feel more and more responsibility when they’re the ones directing your action and you’re coming back to them to report what happened. It’s like an interesting and fun game for them, and they want to know that they’re helping you in a tangible way. Be coachable.

In supportive environments, choice and ownership take center stage. When Kerr handed over the coaching reins, he was doing just that. Letting the team know that they were important and that he trusted them. Research shows that when leaders adopt such a model, their subordinates have better coping skills, are more self-confident, and are rated as more coachable.

What Makes a Good Commander? “The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . . . “We put these guys through very realistic and challenging training, to say the least. If there are any guys who went through training when I was running it, right now they’re chuckling because it was very realistic. In fact, it was borderline psychotic. We put so much pressure on these guys and overwhelmed them. A good leader would come back and say [something like one of the following], ‘I lost it, I didn’t control it. I didn’t do a good job. I didn’t see what was happening. I got too absorbed in this little tiny tactical situation that was right in front of me.’ Either they’d make those criticisms about themselves, or they’d ask, ‘What did I do wrong?’ And when you told them, they’d nod their head, pull out their notebook, and take notes. That right there, that’s a guy who’s going to make it, who’s going to get it right. The arrogant guys, who lacked humility, they couldn’t take criticism from others—and couldn’t even do an honest self-assessment because they thought they already knew everything. Stay humble or get humbled.

In many cases, the current instructional formula involves what I call TWIT coaching. TWIT coaches tell you what to do. They watch you do it. They inform you of everything you’ve done wrong. Then, the tell you how to do it again. And, if you don’t get it, they label you “un-coachable” and move on. When training athletes for skills in which they don’t have time to think, we can no longer continue to teach them with methodologies that demand they think all the time.

As an athlete, a coachable one, as he pointed out, you don’t always like what you see, hear, or are asked to do, but you do it anyway for a number of reasons.

ONLY COACH THE COACHABLE

Unlike strong-minded Diana, who, saddled with a cruel and taxing marriage, proved to be a woman unwilling to fully submit to the royal cause, so far Kate has been a much more teachable, pliable future Queen. She’s coachable.

You can make it to AAA ball on talent only. It's difficult but it can be done. But to make it to the big leagues, you HAVE to be coachable. You have to stay coachable.

The traits of coachability Bill sought were honesty and humility, the willingness to persevere and work hard, and a constant openness to learning.

Be a Student of the Game. Like most clichés of sport, this is profound. You can be shaped, or you can be broken. There is not much in between. Try to learn. Be coachable. Try to learn from everybody, especially those who fail. This is hard. Peers who fizzle or blow up or fall down, run away, disappear from the monthly rankings, drop off the circuit. E.T.A. peers waiting for deLint to knock quietly at their door and ask to chat. Opponents. It’s all educational. How promising you are as a Student of the Game is a function of what you can pay attention to without running away. Nets and fences can be mirrors. And between the nets and fences, opponents are also mirrors. This is why the whole thing is scary. This is why all opponents are scary and weaker opponents are especially scary. See yourself in your opponents. They will bring you to understand the Game. To accept the fact that the Game is about managed fear. That its object is to send from yourself what you hope will not return. This is your body. They want you to know. You will have it with you always. On this issue there is no counsel; you must make your best guess. For myself, I do not expect ever really to know. But in the interval, if it is an interval: here is Motrin for your joints, Noxzema for your burn, Lemon Pledge if you prefer nausea to burn, Contracol for your back, benzoin for your hands, Epsom salts and anti-inflammatories for your ankle, and extracurriculars for your folks, who just wanted to make sure you didn’t miss anything they got.

If someone’s performance is struggling or if they are acting in a way that is negatively impacting team dynamics, the primary question a leader needs to ask is, “Are they coachable?” Our goal, as leaders, is to ensure that our people have the skills—technical skills, human skills or leadership skills—so that they are equipped to work to their natural best and be a valuable asset to the team.

So beyond coachability, the second thing these high performers have in common is what I’m going to call a belief in the process of self-improvement.

The great news: Becoming the leader your company needs to meet the demands of your ever-expanding role can be among the most rewarding efforts of your career. The key word here is effort—you will need a lot.

Learn your coaching type. There are many types of coachable leaders. Before entering a coaching engagement, spend some time determining what type of client you are and ways in which a coach could support you.

Most coaching involves identifying weak spots, changing behaviors, and reimagining goals—none of which carries an overlapping, specific industry prerequisite. Coaches with a variety