August 31, 2023
How to improve coachablility as a leader, and which leaders are struggling the most? Recent research has uncovered an intriguing trend: female leaders often exhibit greater coachability than their male counterparts.
This revelation carries weighty implications, as a leader’s openness to feedback and willingness to learn profoundly shape their career trajectory. A stark lack of coachability has been linked to the removal of high-potential candidates from consideration within organizations. This article looks further into this gender-based coachability divide, dissects its impact on leadership success, and underscores the urgency for male leaders to address this critical factor.
Coachability is the degree of receptivity a person has to receive feedback in a positive way, reflect on it, and then act on it when appropriate. The seriousness of this capability is described in the graph below
The impact that a manager’s coachability has on their direct reports is shown in this graph:
While the absolute difference between males and females in coachability is not enormous, it is statistically significant. Simply put, men are not as coachable as women. The chart below describes that:
Results based on 360-degree Assessments of 51,940 males and 26,727 females. The difference is statistically significant T Value = 25.091, Sig. = 0.000.
We have called out the fact that this becomes of greater concern as people age, but declining coachability is more pronounced with men than it is with women.
Results based on 360-degree Assessments of 46,289 males and 23,494 females.
Listen to Episode 112: Why Coachability is the Leadership Superpower of The 90th Percentile: An Unconventional Leadership Podcast
In the initial stages of their careers, many leaders possess a compelling urge to seek feedback. However, as they progress, a common assumption emerges— the belief that increased experience will inherently amplify their effectiveness. While this assumption may hold true for certain skills, the realm of leadership mandates an ongoing journey of learning and enhancement.
Our extensive dataset, comprising insights from over 100,000 leaders, illuminates a consistent pattern: leadership effectiveness tends to wane with the passage of time. An often overlooked facet is that the demands placed upon seasoned leaders far exceed those of their younger counterparts.
The crux of the matter lies in the understanding that advancement in years doesn’t equate to automatic improvement; true progress stems from the active pursuit of feedback, coupled with a responsive attitude towards implementing change based on that feedback.
Numerous factors contribute to the phenomenon of dwindling coachability, each deserving thoughtful consideration:
We believe there are many ways for people to stay in the learning zone. Our data shows that both male and female managers who continue to ask for and respond to feedback throughout their careers remain in the top quartile of leaders. The stakes are high, both from an individual and organizational perspective.
The exploration of coachability disparities in the context of gender dynamics casts a spotlight on a critical aspect of leadership development. It’s imperative to recognize that coachability stands as a fundamental gauge of a leader’s capacity to learn, adapt, and drive enduring growth. As organizations strive for inclusive and effective leadership, the gender-based coachability divide emerges as an essential focal point for intervention.
By welcoming strategies that encompass cultivating a balanced self-confidence level, nurturing a growth mindset, embracing responsibility, and fostering curiosity, leaders can steer clear of the plateau that often accompanies stagnation in coachability.
Gender should never be a determinant of one’s capacity for growth. Instead, a collective endeavor to embrace and enhance coachability can herald a new era of dynamic, inclusive, and transformational leadership that benefits individuals, organizations, and society at large. The endeavor to bridge the coachability gap is not merely a pursuit of balance; it’s a stride toward a more equitable and empowered future of leadership.
–Joe Folkman, President of Zenger Folkman
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