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.
We also invite you to join the new FREE e-publication, the Workplace Coaching Times founded by Tim Hagen. This weekly newsletter contains expert insights on coaching strategies on specific topics like sales coaching, leading with empathy, and self-awareness techniques, and much more. We're a community of leaders, managers and coaches transforming workplace challenges into coaching victories—one conversation at a time. Subscribe here: https://coachingtimes.beehiiv.com/subscribe
Coaching Conversations in 2025
Are You Accidentally Pushing Away Career-Changing Advice?
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
Progress Coaching 360 is a dynamic leadership development system that equips managers and teams with powerful coaching skills through a blend of training, real-time practice, peer learning, and feedback. It combines expert-led instruction, a train-the-trainer model, group coaching certification, and monthly coaching pods where leaders practice, share wins, and tackle challenges. With built-in accountability and hands-on application using Coaching Cards and best practice sessions, Progress Coaching 360 turns coaching from theory into action—building a sustainable culture of growth, feedback, and performance.
Progress Coaching 360 teaches leaders how to coach and employees how to develop coachability skills. This unique combination helps build great workplace cultures.
Get More Info Here: https://form.jotform.com/251187914739165
Are you ready to eat? Are you ready to eat feedback? When I think about eat feedback, it is an acronym and a methodology that we teach for people who want to become approachable and coachable, and that includes individual contributors and leaders. I think one of the most powerful things that we can do to give somebody who's our leader, and even our peers, is the power of approachability and coachability. You know, we don't talk about this and we don't teach it in our school systems.
Speaker 1:Our reaction to feedback speaks to our character. It speaks to our communication. It speaks to our ability to confront or be confronted, our ability to be collaborated with. And if we are always rebuttaling feedback such as well, can you give me an example? And then we explain it away or we say things like, oh, okay, and we walk away and say, well, totally disagreed with that feedback. What we're really doing is cutting ourselves off. Yet we are sending a message to the other person and we may not say this is our intent. Most people will say it's not their intent. We are pushing people away from us. We are basically saying to that person or saying to other people get away from me. Now. Someone listening to this might say no way, I said, if I fold my arms and I roll my eyes, I am telling somebody don't ever give me feedback again. So it's not fun, it's not sexy, it's not exciting, it's very uncomfortable. It's like scratching a chalkboard.
Speaker 1:Practice getting feedback. You will exponentially differentiate yourself within 30 days. How do you do that? You eat feedback. Eat is an acronym from brace.
Speaker 1:Ask and tell. So if someone comes up to me and says, Tim, when you were doing your presentation, you were speaking really fast and I do, by the way, you can probably tell really fast and I do, by the way, you can probably tell and I work on it, and so I'll tell people, give me feedback, even give me like a hand signal to slow down, and then I'll take a deep breath. But when someone gives me feedback and I ask for that feedback and say, well, no, I had a lot of content to cover, I'm basically saying don't give me feedback. I invited it. But now I'm slapping your hand when you put your hand out with a gift of feedback and we often say you know, feedback is a gift.
Speaker 1:No, feedback really sucks at times because nobody really is conditioned to hear things about themselves that they don't like. So we have to reframe our relationship with it. Number one feedback is perspective. It is not always cloaked in accuracy. It does not mean we dismiss it. Number two we typically accept or not accept feedback based on agreement or disagreement.
Speaker 1:So if somebody says to me you didn't cover this subject well and I start to defend it, I've cut myself off from clarity. And the foundation of my rebuttal is I disagreed with the feedback? And when we're in the moment of getting feedbackbuttal, is I disagreed with the feedback? And when we're in the moment of getting feedback, we don't like to hear, we're not rational or logical, we are emotional and we take things out of context and we feel defensive. So how do you combat that? You eat it.
Speaker 1:So when someone says, Tim, you're talking too fast, I embrace it by saying, first of all, thanks a lot for the feedback. Let me ask you what specific suggestions would you give me? And someone says practice deep breaths, Put a note by your presentation notes and where it says take a pause, take a deep breath, Kind of like what I just did right now. And then when somebody gives me that and they've answered my ask, the A of eat, I then tell them what I'm going to do with their feedback and I say, well, Lisa, it's a great suggestion. I'm going to do exactly that. Guess what just happened? Lisa is now more willing to give me feedback than someone who rebuttals or fights or resists the feedback.
Speaker 1:It's human nature. You're going to gravitate to the people who are accepting. You're not going to gravitate to the people who are not accepting. So the next time, and if you really want to become great and you want to feel different within 30 days, go up to friends, go up to peers, go up to subordinates, go up to upper level managers. Certainly go to your boss and ask for feedback. And here's how you do it. What are two things I'm doing really, really well? And what's that? One area where you would encourage me to improve it doesn't have to be cloaked in constructive feedback that area where you can improve, you'll feel better about it. And then, when you're done, or they're done, you eat the feedback. You embrace, ask and tell, and you'll notice a huge difference within 30 days.