Unleashing the Power of Executive Coaching to Transform Your Leadership and Life
In this episode of the HR Leaders Podcast, I had the pleasure of speaking with Marshall Goldsmith, Scott Osman, and Jacquelyn Lane about their new book "Becoming Coachable".
Their book focuses on the importance of being open to change, feedback, taking action, and being held accountable in order to become better leaders and human beings.
They emphasized that coaching is not just about improving leadership skills but about personal growth and flourishing. Coaching provides the support and accountability needed to drive change and self-improvement. As Marshall Goldsmith states in the book, "When we stop trying to prove we're perfect and start being honest about what we don't know, we open ourselves up to a world of possibilities."
The Importance of Coaching and its Impact on Leadership and Human Flourishing
The book provides valuable insights into coaching and why it matters. The key is being open to feedback, operating with humility, and having the drive for self-improvement. It highlights the challenges leaders face and the role of a coach in providing a safe space for development. The core message is that prioritizing personal growth is key, even for HR leaders who often overlook their own needs.
As Scott Osman shared, "Leaders need to check their ego at the door and commit to the process." This commitment leads to flourishing both personally and professionally.
Leading by Example and Becoming Coachable
They believe leaders should practice what they preach and ask themselves if they truly want to improve. By being coachable themselves, they gain credibility in asking others to do the same. As Jacquelyn Lane emphasized, you have to "walk the talk" if you expect others to follow.
Becoming Coachable calls on leaders to invest in their own growth and development to propel their impact. If you're ready to unlock your full potential, this book provides the roadmap.
I highly recommend checking out the book at www.becomingcoachable.com
Episode Highlights
How coaching can help you become a happier, more fulfilled leader in both your professional and personal life
The key principles of being open to change, feedback, action and accountability that form the foundation of coachability
Why coaching is an ongoing journey of continuous improvement, not a one-time event
Recommended Resources
📕 Grab a copy of their new book
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Learn the 2023 Global Hiring Trends
In an age of evolving worker expectations, unpredictable economic conditions, and questions around the ever-changing future of work, talent leaders must keep their sights on attracting and hiring the people who will build and shape the future of their organizations.
🎙️ Automatically generated Podcast Transcript
Chris Rainey 0:07
Hello, everyone. Good morning. Good afternoon. Good evening, actually, depending on what's going on in the world. Welcome to this special edition of the HR leaders Podcast. Today I'm joined by the founder and president of the 100. Coaches, a community of the world's top coaches, and leadership experts and an agency that connects them with the world's top leaders. I'm really, really excited for this session, we're going to be talking about their new book becoming coachable, unleashing the power of executive coaching to transform your leadership and life. I had the privilege of having all three co authors today I'm super lucky and excited to to have that. First up, we've got Scott Osmond, who's a co founder and CEO at one of your coaches agency. Jacqueline lane is a president 100 coaching agency and our good friend Marshall Goldsmith, who's back again, number one executive coach in the world. And two time winner of the fingers 50 award of a number one leadership thinker in the world and also co founder of the 100. Coaches agency. Nice to see all your smiling faces again. How's everyone?
Chris Rainey 1:48
No worries, Marshall was nice to see you all again. And I see smiling faces. I'm really excited to share this new book with our audience, I thought it'd be a good place to start, you know, what was the inspiration behind writing the book? Let's kind of start there. Yeah, I'll
Scott 2:03
take this one. So well, gosh, you know, I'm at Marsh about eight years ago, I didn't know anything about executive coaching then. And and over the course of working with him and developing the 100 coaches community came to know a lot of coaches and saw what they did and what they were doing. And I periodically would ask them, you know, if they would coach me, and they'd say, yes, and it never seemed to work out. And then about a couple of years ago, working with Jacqueline, it came to light that the problem wasn't the coaches problem was me. The problem was that I didn't know how to become coachable and be ready to be coached. And I think that inspiration led to the journey that became the book, we realised just no book out there. There's no knowledge out there about how to prepare yourself to be a great coachee. And as Marshall says, and he'll back me up here, the most important part of coaching is the quality of the coachee. Right? You're not gonna you're not gonna have a great coaching outcome if you don't have great coaching inputs.
Speaker 2 3:02
Yeah, I totally agree. I think the client I've talked about this, I coach has spent the least amount of time with improved the most. And I asked him Allah Molly's name was probably the greatest corporate CEO in the world in the last 30 or 40 years. And I said, what you learned about coaches, music, it's all about work with great people. You work with great, dedicated people, this coaching process can be incredibly helpful. Your people don't care, you're wasting your time. And you know, there's a lot of HR leaders on the call, one advice I have for you is, if they don't care, don't waste your time and don't waste your money. You know, really invest your time with people who care and especially high potential leaders of high potential leaders have an attitude problem out, out out, don't waste your money, put your money and time in with the ones that care. They're the ones who are gonna get better anyway. And as an HR leader, you are doing something good for them in their career. If they don't want it, that's a very bad sign.
Scott 4:00
Yeah. And Jack will talk about how so when we had this inspiration, then we had, you know, 100 plus amazing coaches to talk to about what makes someone coachable?
Jacquelyn 4:11
Yeah, so we were really trying to understand what makes some coaching engagements more successful than others. And it came down to a few things. It's that that word coachability, right. People who are coachable, have better results more quickly, plain and simple. So we really tried to break that down and understand it, we came up with what we call our openness framework. And our openness framework just says Are you open to four things open to change, open to feedback, open to taking action, and open to being held accountable. And if you are open to all four of those things, then congratulations. You're a coachable leader. But the great news about each of those things is they're all a spectrum, we can all be more open to change, more open to feedback, more open to taking action and more open to accountability. And so we can all continue to grow as leaders continue to become more coachable. Take advantage of the growth that's available
Scott 4:59
to all of us. Amazing, Chris, you know, we have this big community of people to talk to hundreds of hundreds of years of experience that we drew from coaching probably almost every company in the world at this point. And that's the we distil all of that knowledge down to those four key insights.
Chris Rainey 5:17
Amazing. Break it down into, you know, what does it mean to become coachable? You mentioned your own journey.
Scott 5:27
Yeah, well, um, gosh, it's the introduction book, isn't it? What you the very the very first insight for me, and again, Jacqueline was a big teacher for this was being open to change. Marshall talks a lot about how one of the biggest problems that a leader has is they they either think they have all the answers or think they should have all the answers. And therefore they're not listening for other people to have input. And, you know, I'm guilty of that problem. I needed help. I've been hearing martial excoriate leaders for years, specifically around that, but couldn't see it for myself. And it took someone like Jacqueline who I work with, to bring it to my attention and allow me to be open to the possibility that I didn't have all the answers, and therefore it needed to change.
Jacquelyn 6:20
Yeah, I had some of my own experiences, especially as a collegiate athlete. When I was I joined as a walk on on the rowing team. And I learned very quickly that the ability to take feedback, the ability to take direction from someone who's outside of you, is really the key to success. You know, we can never see ourselves, we only ever see reflections of ourselves. And the same is true in our own lives and leadership, we really need to understand from the perspective of other people, especially the people we're leading, how it is that we're behaving, how we're showing up, they can simply see things that we can't. And so being able to hear them, and listen to them and take that advice is really the key to growing long term.
Scott 7:03
The third key is taking action, which actually after being open to change and feedback is pretty easy. You know, just the willingness to do the things that you're hearing you need to do the hard one, though, and I know Marshall is gonna want to talk about this is accountability. Because people really don't well, Marshall, I'll pass it over to you to talk about accountability. I love your newest thinking about how accountability never ends.
Speaker 2 7:28
Accountability is incredibly difficult. We all say we're in favour of more accountability. What we mean by that is, I really would like it if you and these other people would start to be accountable. And you know, when of how about me? Well, not so much. Now one thing I'm doing now in my own coaching, which is really fun is I have something called the daily question process where people hold themselves accountable every day to certain quote and measure it, or what I'm doing now for some of the greatest leaders in the world get ready for this. I have someone call him on the phone every day. Every day, I have said someone call me on the phone every day for 25 years. Why? My name is Marshall. I'm too cowardly and undisciplined. Do any of this stuff by myself. I need help. And it's okay. Hey, accountability is hard. Who we kidding here? This is hard work. Nobody gets better because they have a coach or they read a book. You got to work. Arnold Schwarzenegger. What do you say nobody got muscles by watching me lift the weights. You know, they gotta lift the weights out here. And as Scott said, it is hard to lift those weights. It's not hard to watch videos about weightlifting or read a book about it. It's just hard to do this stuff. My own clients are brilliant people. My clients are not a secret or by knows who they are. They got a new plan. Daily phone calls. Is it because they're stupid? Nope. It's because they're busy. They're busy. They're under tonnes of pressure. It's hard to keep anything in your head, especially now with all this stuff going on. I just came back last week from Riyadh, Saudi Arabia, Riyadh, I have to say the leaders there didn't used to work that hard today. They were constantly they were constantly and they're good people they enjoy. I work with a couple of ministers are really nice people like want to get better. Their problem is rule. They got 1000 things going on at once. And it's hard to keep anything in your head. That's why they appreciate that when somebody call him up every day.
Chris Rainey 9:24
Who's calling them Marshall, just out of curiosity? Is it you?
Speaker 2 9:34
owe me every day, I've got a person calling me a nice person. Her name is Lisa. And, you know, it's not so much who the person is. It's just having someone remind you Yeah. And you know, I wouldn't be sensitive to our audience, the HR leaders and a couple of thoughts I had one is when is coaching a good investment first. What we do is helping leaders achieve positive long term change in behaviour. So my whole mission is helping successful leaders get even better do a Google search helping successful leaders, the first 500 hits foreign and 50. For me, so that's me. On the other hand, there's a lot of people this doesn't work for, for example, I get a call from a pharmaceutical company, they said, we'd like you to coach Dr. X was what was his problem? He said he was not updated on recent medical technology. I said, Neither am I can make a bad doctor, a good doctor, just a good scientist. And sometimes people use coaching as this catch all solution to all problems. Behavioural coaching solves behavioural problems, it doesn't turn bad scientists into good ones. Yeah. Behavioural coaching doesn't help if they have the wrong strategy. In my work, if somebody goes the wrong strategy, all I'm helping doing is get there faster. I'm not telling you the wrong plan, I'm into the right plan. Next is don't coach people don't care. Don't waste your time. Only work with dedicated people. And then also never coach an integrity problem. Why you lie, you cheat, you steal, you should not get a coach, you should get fired. You lie, you cheat, you steal, you get fired, you don't get a coach. It only takes one integrity violation to ruin the reputation of a company. So back to being coachable. I would put that as outside of the realm. If somebody's got an integrity problem. No, don't waste your money.
Scott 11:25
Yeah. You know, Chris, I'll add to that. Marshall also talks about we talked about in the book about being coming coachable helps you be a better leader, but really also to be a better human being. And I never gets lost on me one of the one of the most important accountability questions that Marshall asks one of the, one of the key six is did you try your best to be happy? And he'll tell stories about some of the greatest leaders in the world? Who forget to ask themselves that question.
Chris Rainey 11:53
Yeah, I love that, by the way, because Chester testerone, our good friend is my coach, or, and as part of my daily questions. I have a name and Did I did I do my best to be present dad? I did, I did my best to let my wife know that I appreciate her. And I when I first started thinking about coaching, I never thought about my personal life. But I think it's I would say it's had more impact on my personal life than my business. I had a choice recently where I had a very, very business, very, very important thing to do. And in the company, you know, big stakes, high stakes, but it was also my daughter's first day at school. And the first thing that came into my mind was Chester saying, Chris, no success makes up for failure at home. Right, which is one of the things that we spoke about. And I was like, it doesn't matter how important this is. I forget about it, I'm going to be there for my daughter's first day at school. Everything else can wait. So when you when when I when I saw the title of the book, or the subheading, and I saw that the and life that really, that really meant a lot to me, as well.
Speaker 2 12:59
That's wonderful. Thank you. Yeah, that by the way, that's something you're never going to regret. Several people that I coach are billionaires. And like one guy's worth $4 billion. And so when what you want me to coach you for bump you up from 4 billion to 4.1 billion. He said, Look, Chris, back to your point. He said, I just want to be happier. You coach, my friend, and he's happier. And that's all I want. Now, here's the irony. I worked with him for a year he gets much happier. I call him two years later last week. How's it going? You know what he said? It's this goes back to Scott's point. Very deep. He said. I forgot to be happy. I forgot. Now he's not a stupid person. He's worth 4 billion. He's a great business guy. I forgot to be happy. I need a call every day to remind me to be happy. Well, I just it you know and what you did is you didn't forget your daughter. If you're not careful, though, you get so busy. You forget your daughter. It's not that you're a bad person, by the way is running around. You can forget your family you can forget to be happy. You can forget what matters in life.
Chris Rainey 14:20
Yeah, it's it's for that reason. I speaking to Chester last week because he wasn't feeling too well. I hope you're well Chester. If you're listening, I hope you're feeling better. And when I leave my house every day, I take two things on my phone and my gratitude stone. And if anyone who knows who Chester is, he gives up these little stones of the word gratitude on and I carry that everywhere. As a reminder to that point, my shoulder no matter what other crazy things are happening, just a reminder from a physical reminder in my pocket, to be grateful as well so something such as such a small thing but has a huge impact. Scott, what are some practical things people listening can do? and take away from the book that they can use with their teams and the leaders in their organisations.
Scott 15:07
Well, I mean, just pitch the book itself, the book itself is a great opener to the conversation around coaching. You know, the other thing we found is a lot of people don't know what coaching is what to expect from it, who's coachable as Marsha was talking about who's not coachable? So I think the the first thing is the book gives us some very good context and opens people up to in a very soft way, what coaching is all about why should be considering it. And then the first, the first takeaway, again, it goes right to the openness framework, which is just you got to be open to change, or, you know, don't waste your time and money on coaching. The other takeaway, a little aspirational, but I think the whole reason. So we had written the first two parts of the book, we thought it was the book that we wanted to write, and we read them and wasn't part three was missing. And part three, really came from a conversation that we had about to what end? Do we do all this? Why, why coach, and certainly we coach because we want people to be better leaders. And as we talked about just a moments ago, not only better leaders, but better human beings. But the reason we want them to be better leaders and better human beings, is because we're all in the interest of what we call human flourishing, which is making everybody's lives better. Right. And we we've, I think, fundamentally believe that through improving leadership, we'll do that.
Jacquelyn 16:33
Yeah, absolutely. And you know, I think, Chris, to your point, you don't really flourish in life, if we're only doing well in one part of our lives, right? If you're having lots of success in business, and struggling personally, I think it's hard for people to say that they're living a fulfilling, flourishing life. And I think one of the secrets about coaching is that, of course, yes, it makes a really big impact on a person's leadership and can help them have wild success in business. But perhaps more meaningfully, and even more importantly, it makes them better, be more human at home, it makes them more successful in every other aspect of life as well. And again, that's that idea of flourishing that, you know, by one of us showing up better in all of these different aspects of our lives, we have a ripple effect. You know, we're interacting with so many different people that we lead in our families, and in our communities. And if we can show up as flourishing ourselves and create that environment for other people, just think of the impact that we can really have no Marshall,
Scott 17:35
the the idea of flourishing, I the touchstone for me is that picture of you, I believe you were in the Peace Corps or in Africa, and you're looking at the camera, and the insights that you had about yourself and your perspective, really, to me were the core were the essence really of human flourishing. And, and Chris, your point about, like, what is the first takeaway, you know, recognise that everything you do as a leader is bigger than you, Marshall, if you wouldn't mind just sharing that story again, from that picture.
Speaker 2 18:05
I actually use that pictures in the book Triggers as a reminder, and Chris goes back to being grateful I've had in my house there and it's, I'm sitting there, kneeling down on the ground with some woman she's measuring the arms of kids and arms are too big, they get no food, they're not hungry enough, their arms are too little, they get no food, they're gonna die anyway, thorns in the middle, they get food, it's triage. And I have this picture of me in this line of kids, two thirds are going to die. And their parents are kind of watching this and this woman measuring the arms and I'm looking in the mirror, send myself a message, be grateful. We're also fortunate. Be grateful for everything you have here. And but back to Chris's point, it's so easy to forget that. I mean, when I came home from that trip, I really was a changed human being for at least a week or two. And then, you know, we lapse back into wackiness. And you know, one thing that's really my, I think I've missed taught something over the years. I did this study called leadership has a context for it. Nobody wants a copy of it, send me an email Marshall at Marshall Goldsmith calm is 86,000 people, you can argue with the research, right? And I say, well look at this research back to stakeholder coaching. If people do this, they become more effective leaders. That's what I used to teach. I don't I don't think that's true anymore. I think they become more effective leaders as long as they're doing stuff. But you don't reach this Nirvana like state and you're a more effective leader forever. There'll be like a tennis players. I don't need a coach anymore. Well, they all have coaches, right? They're all trying to improve. So I don't see leadership development as an ending process or you quote, get there. I don't really think there's there. There's only one book that has the same ending and they lived happily ever after that is unfortunately called a fairy tale. Yeah, that's not the real world and in the real world, we have to start over day after day. per day. So back to coaching. I don't see myself as ever, quote getting there in some absolute sense. And, and you know, Chris, you mentioned your great examples. I'm sure you have what I call flashes of temporary sanity, where you actually say you ex sane and rational for a little bit. Yeah. We're, if we're not careful, we just lapse back into the same old
Chris Rainey 20:26
stuff. Yeah, more than I would care to admit. Yeah, it was sort
Scott 20:31
of coming back to your question. And with Marshalls great answer, if if coaching is a lifelong journey, then the inspiration is take the first step. And it doesn't have to be a big step. It can be a small step, but you begin that journey of you know, change and feedback and taking action and holding yourself being held accountable. Then over the course of a lifetime. You your family and the people you love and lead, will all their lives will be better. And that should be inspiration enough even take a small step.
Chris Rainey 21:06
Yeah, definitely. Something I was talking about, again, with Chester's about reps, starting with that first rep. And as you know, we're talking about in the gym analogy, the more reps you make, the stronger you get, the more consistent you get. But it's about taking those what that first rep one time along the way, and that applies to so many parts of your life. As well, Marshall, you've you've coached leaders all over the world, what do you see as the biggest barrier? Is it fear, you know of that kind of stopping them? What what is it that stops people from becoming coachable?
Speaker 2 21:42
Well, the people that I coach, I have to say, Do not coach a normal subset of people by any stretch of the imagination. So I cannot really answer, quote, what a normal person is like, because I don't work with normal people. Number one, the people I coach are way at the top of the food chain. Either as a volunteer, I do tonnes of volunteer work, they're either leading a great place like St. Jude's Hospital, or the Red Cross or the World Bank quietly volunteer work, or they're just phenomenally successful business people. So I'm not coaching random sample people to I'm not dealing with unmotivated people. I have zero tolerance for people that don't care, they don't care just fine, Move on, move on, move on. I just don't waste my time. On the other hand, what is the biggest problem of people that I coach at my level, who are motivated, who do want to get better, who are gung ho and are brilliant, you know, it is just what we talked about. Their lives are barraged with stuff over and over. So I will give you two answers. One is, they are just busy. They've got 1000 things going on. This is, and it is so hard. And by the way, everything I teach has to be positive, simple, focused and fast. If I give the people that I coach complex stuff to do, they're not going to do it. They're not going to do it. Why don't me time, it's got to be to the point here, let's do stuff that's practical. So number one is that it's got to be positive, simple and focused fast, because they're very, very busy too. There's an old saying it's lonely at the top. It used to be lonely at the top, it's lonely Earth at the top today, it is phenomenally lonely at the top, they don't have anyone to talk to randomly talk about whatever they feel like. Those days are over. And it is lonely i Mark Thompson, I spent 600 hours with 60 amazing leaders over the COVID period, talking about their lives, and they were just happy to have some I talk to every weekend. It's lonely. And it's not, it's getting more lonely, not less. So the two variables, one they have no one to talk to. But two, they're just phenomenally overwhelmed with stuff. Overwhelmed with stuff. So it's just really keep it going. Keep it in focus, keep it going back to Scotch concept of coachability. And that is really focusing on I am the key driver here. See the one thing, my coach, nobody is better because of me. Because of them. They get better because of them.
Scott 24:09
chuckling we're seeing that even further, even even below the high reaches of where Marshall coaches because we have coaches at many levels, wants to talk about how we're seeing that all over because they're all busy.
Jacquelyn 24:20
Right? That's exactly it's everyone is overworked and overwhelmed. And, you know, we feel this pressure to be always on. And a coach is someone who can help essentially just be there for you as a support system, a safe space, the one person perhaps in many people's lives that doesn't want anything from them other than their success, right? You know, even even the people that work with them for you probably want you to do something or have a vested interest in some way that you behave. The coaches only concern is really you and your success. You set the goals and the coach is going to help you get there. So many of us we just can't be conscious in every moment of every The day, I mean, I can't remember what the statistic is now. But something like 90% of all the decisions we make and things we do happen unconsciously. So hiring coach is one of the best things you can do to create a safeguard some support system that's going to be there by default, so that you know you have some guardrails that prevent you from going off too far, one direction or another. And I think that's a really important part of the coaching process.
Chris Rainey 25:26
That was something that was a big one of my friends asked me, you know, what is the main benefit you have from having a coach and it was none of the things I thought I would say it's exactly what you said, someone who's not my co founder to talk to someone who's not my colleagues and customers to talk to someone who's gonna hold me accountable. as well. And order the things to have that sort of safe space that you described, to have conversations be vulnerable actually play a place I can be vulnerable and not be worried about what people are going to think. And then none of the none of the things that I thought it was going in, if I'm being honest, it was Oh, Jess is gonna teach me all of these things. And it wasn't about whatsoever, as well. And that's something that I think the HR leaders listening, it can also be very, very lonely to be an HR leader, I always make a joke, I always make a joke with them. Who does HR go to when they got a problem? Yeah, in an organisation, that's a common problem that I hear from them all the time. It's very lonely to be an HR leader.
Scott 26:26
Yeah, Chris, we have an amazing process at the 100 coaches agency of helping people find a coach. It starts with a discovery call, where you hear what they're looking for. And then we present our three solutions of the three coaches that we think would be right sort of a curated set, and then we have a follow up call with them to hear what they think what's amazing is to watch a material change in their attitude, and actually their physical appearance, knowing that there is someone out there that can be a non judgmental, you know, non stakeholder support to help them be a better leader and better human being. And we watch this over and over again, I think it's the biggest surprise that we've had in the work that we're doing is just watching that consistent and and material change.
Jacquelyn 27:12
Yeah, absolutely. And again, HR leaders are often the people that are helping other leaders find support systems, those HR leaders need support systems, too. I think we could all benefit from a coach, we could all benefit from a safe space, someone to turn to, as Marshall always says, It's my name is Jacqueline lane. And I'm sure
Chris Rainey 27:34
we should make everyone right now listen on LinkedIn, hold their hand up, Marshall. Yeah.
Unknown Speaker 27:37
We all need help here.
Scott 27:43
Yeah, it's a little bit of a cobblers children problem for HR leaders. Because you're right, they are always thinking about other people and how they can help them and putting them forward. And look, I'm truly became an HR leader, because they want to help other people. Right. But you know, put your mask on first. Sometimes the HR leader needs to have a coach to help them do their job. Well. Yeah.
Speaker 2 28:05
You know, you know, I have managed to make it this far without singing. But we have to stop that now. In the words of the immortal Rolling Stones, cuz we all need someone we can lead you know.
Chris Rainey 28:26
This and before I let you go, firstly, thank you so much for joining. I'm really, really grateful that you're, you're with us today, and the impact and the ripple effect, that the work in the books gonna have on organisations, people, but also their home life as well, right that, that we've just described, what's the one? What's the one thing that you want people to take away from the book? And then we'll say goodbye?
Scott 28:52
Yeah, sure. You know, I think the one thing, it's going to be a two part one thing, sorry. The one thing the one thing I'd say is, just remember that every as a leader, everything you do is bigger than you. Right. It's not about you, you've got to take your ego out of it. And then just begin. That would be my my takeaway, Jacqueline.
Jacquelyn 29:12
Yeah, I think it's you know that the journey of 1000 miles begins with a single step. Get that first rep in? Yeah,
Speaker 2 29:20
so true of mine is start with yourself. Start with yourself. Because I mean, as an HR leader, it's very easy to say they need to do this, they need to do that. My theory in life is if we don't apply to ourselves, we have no idea what we're talking about. I mean, why do I know this so difficult? Because I do it every day. It's hard. I know how hard it is because they do it myself. It's hard. To me, the best thing the HR leader can do is start with yourself. Do I want to do this stuff? Do I want to do this or do I want to get better? The same thing I teach leaders lead by example. Don't don't just lead by talk. Then you have credibility. When you ask other people to do things. You're not asking them to do some you're unwilling to do yourself.
Scott 30:01
Yeah, you know, Chris, I didn't even think about it until right now. But I think the whole message of becoming coachable is coaching starts with you. Right. And one of the first lines in the book is I was not always coachable with the undergo the full understanding that I needed to change, to be able to have a positive coaching experience. And just like Marshall said, like, start with you.
Chris Rainey 30:24
And for everyone listening, the books on screen right now, so I don't know where it is on the screen. But there's a screen with the book there, there's a link in the description to grab a copy. Scott, what's the best website for one also, to go to
Scott 30:37
the easiest, easiest one, you know, www becoming coachable.com is the best website to go to, all of everything you need to know is going to be there. And the last part of the book is a conversation between the three of us. And our aspiration is that people will be able to join that conversation. We have some tools that we're going to be putting up so that people can have a conversation with us about becoming coachable.
Chris Rainey 31:01
And one thing I would say as well as Scott and there's going to be many people also that are listening that are going to want to get coaching from you guys and and and contact you through the agency, where can they contact you? If they if they want to?
Scott 31:14
Yeah, that would be agency dot 100 coaches, it's 100 coaches.com or you can see the agency and the community at 100 coaches.com.
Chris Rainey 31:23
Amazing. Well listen, thank you again for joining and wish you all the best until next week. Bye everyone. Thanks so much. Bye bye
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