Coaching Conversations in 2025
Coaching Conversations with Tim Hagen, where we teach leaders and managers how to coach their employees. This is the ideal podcast for leaders, managers, and aspiring leaders to improve their coaching and leadership skills to create a more positive coaching culture within their teams.
In 2025, we're doing weekly podcasts on various coaching topics and strategies that will rotate throughout the month, as opposed to 2024 where the weekly episodes featured a monthly theme. Coaching Conversations will continue to have four episodes per month and we're going to sprinkle in masterclasses, which will be lengthier, workshop-style formats.
Coaching Conversations in 2025
The Power of a Coachable Mind
Welcome to Coaching Conversations
We have created a NEW and Innovative line of books called Workplace Coaching Books. These books use QR codes with embedded audio and video lessons speaking directly to the reader. Each book comes with assessments and journal based coaching pages where they document what they've learned and what they've applied. In addition each book comes with the self analysis link that prompts them to share what they've learned and what they've put into action leading to greater learner application a
Check out our Approachability & Coachability series, a webinar-based coaching approach that encourages all leaders and their employees to become approachable and coachable through specific, actionable techniques and strategies. This leads to better teamwork for leadership and creates a positive coaching culture within an organization.
Get more info here: https://form.jotform.com/233023396805051
Are you interested in the latest coaching strategy from Tim Hagen? Check out the new Journal-Based Coaching Guide series, where you can improve critical workplace skills by listening to audio lessons via weekly QR codes from Tim Hagen, and journal what you've learned from the lessons. Current topics include emotional intelligence, motivation, accelerating teamwork, mastering self-regulation, and more crucial workplace topics.
Check out how the new Journal-Based Coaching Guide series works and start your leadership development journaling journey today at https://www.WorkplaceCoachingBooks.com.
Recently, we've taken one of our service programs, coachability, and we've combined it with another great company called Outbound View and we've created this co-brand called Coachable Mind. I am absolutely convinced a coachable mind is missing in the team setting. It's missing for each and every leader, it's missing for teams, departments and certainly whole organizations. First of all, what is a coachable mind? A coachable mind is somebody, at its core definition, who seeks feedback and coaching proactively for their personal development, addressing blind spots, ultimately cultivating and crafting deep personal self-awareness. Now, I say that with a little bit of a theatrical tone for a reason, because when I think about the data that's out there, gallup 71% are neutral or actively disengaged. Only 29% are positively engaged in the workplace and that number has even gone lower. With their latest study, dr Tasha Yurek talks about 85% of people in her study were proven to significantly lack self-awareness. Mckinsey reported in Q4 in 2022, yet the numbers have even gone up. 42% of people are actively looking for jobs due to a lack of career coaching and development. So not only do people want coaching and development, yet we also have to nurture them to be proactive in getting that. And the toughest thing is if you look at it at an even more simplistic level, a coachable mind is well-trained emotionally, using the major tenets of emotional intelligence to accept feedback, void of agreement or disagreement. See, I'm convinced that we have a challenge with every single employee present, company included. When you hear something you don't like, what do you do? Do you calm down and say let me reflect upon that, or do you feel defensive? And how often do people say, well, give me an example. And then you give somebody an example and it turns into an argument Coaching feedback. A worthwhile professional discussion has left the building. Why? Because somebody's in an emotional state. So when you get feedback at its core that you don't like or maybe you disagree with, take three deep breaths. Now we had this with one of our client sites. We had 10 managers do this give real world feedback, constructive feedback, and the rule was when I give you this feedback to the employee, you have to take three deep breaths. All 10 managers came back and said we noticed a noticeable difference in the way we completed our conversation. See, when you're in the moment and you hear things you don't like, what happens? You get upset.
Speaker 1:So a coachable mind is somebody who proactively and professionally seeks feedback and coaching. They know they have blind spots. So, at its core, very few of any of us have ever been formally educated in semester year-long courses in junior, high school, high school or college on proactively and professionally seeking feedback. Think of it, and one of my probably the best boss I ever had. She used to always tell me if you don't like feedback, go get it before someone has to give it to you. I'll never forget that, 40 years later.
Speaker 1:So a coachable mind is somebody, is an employee, typically an individual contributor. It certainly can be leaders as well, but we've crafted this deliverable, this coachable mind program, to teach people how to become coachable, how to become coachable, to become easier to lead, more leadable, if you will, easier to mentor, easier to provide feedback. And, its most fundamental core, here's what happens. If I, as an individual contributor, go to my boss and say what are two things I'm doing really, really well and what's one area you would encourage me to improve? Notice I didn't constructive feedback. So we literally coach, train and educate people to literally do things on their terms, cultivate themselves, and something magical happens. As theatrical as that sounds, people become easier to lead. So when you fold your arms, roll your eyes and say, give me an example. The employee is really saying don't give me any more feedback, I'm not emotionally stable or ready enough to handle it. Get away from me, subconsciously. What do most people certainly teammates do, or peers, and some leaders will do this they walk away. We literally walk away and we tell people in our Coachable Mind program, especially individual contributors, the day you start hearing silence and you stop hearing feedback and coaching and getting questions, you should really really worry. Coaching and getting questions, you should really really worry. And when I use that statement in our workshop, you see the facial expressions just change Because I get it.
Speaker 1:Every workshop and we have a coachable mind leads to coachable career workshop and every single time I've done it, people will come back and say yeah, but what if you get feedback that you know, you just know is wrong and the person just doesn't have all the details? And I'll look at that person and say even you now asking that question, it gets you kind of riled up, doesn't it? Every single time the person goes well, yeah, a little bit. And I'll say Every single time the person goes well, yeah, a little bit. And I'll say you might be presenting yourself just like that.
Speaker 1:Yes, feedback is not cloaked in accuracy, it's feedback, it's perspective. So, like right now, if I said to you and I said this to a gentleman recently if I said to you, wow, you're an emotional wreck, and what if that's my perception? And right now you even said yeah, I'm a little emotional, but of course I took it to the nth degree You're an emotional wreck. Would I be wrong in my mind? And he sat there and he stopped and I'm using questions, of course and I said it's interesting, isn't it? He goes yeah, and I said so what if you smiled and said wow, first of all, thanks for the feedback. Would you mind if we got back together? I kind of want to absorb this before I say something. I just want to digest it and really kind of dig into it. Is that cool with you? And the guy looks at me and said I've never done that. I said most people haven't. I said I still forget to do it and I teach this. I said I still forget to do it and I teach this and it's interesting.
Speaker 1:So sometimes we have to slow down and interrupt our emotional patterns. It's called a psychological disrupt. So when we ask those people, those 10 managers, to say I'm gonna give you some constructive feedback. I want you to take three big, deep breaths before you respond. That is interrupting the typical emotional response. The emotional pattern has been interrupted. So a coachable mind is a coachable career.