The Role of Feedback in Coachability
Feedback is one of the most valuable tools for growth, but being open to it is only the first step. Coachability is not just about hearing input. It is about taking action, making adjustments, and showing that feedback leads to real improvement. Leaders who actively engage with feedback build trust, strengthen their teams, and create an environment where learning never stops. On the other hand, when feedback is ignored, people become less likely to share ideas, and opportunities for growth are lost.
A truly coachable leader does more than just listen—they reflect, adapt, and follow through. This lesson will explore how follow-through defines coachability, why acting on feedback strengthens leadership, and how small improvements can create lasting change. What you do after receiving feedback is what sets you apart as a leader.
“Feedback is the breakfast of champions.”
Self-Assessment: The Role of Feedback in Coachability
Please take a few moments to answer the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership and coachability?
When I receive feedback, do I take time to reflect on it, or do I move on without much thought?
Do I follow up with the person who gave me feedback to show that I am working on it?
When I disagree with feedback, do I try to understand the other person’s perspective before dismissing it?
How often do I ask for feedback, or do I only engage with it when it is given to me?
Do I take steps to apply feedback in a meaningful way, or do I acknowledge it but fail to make changes?
When I make improvements based on feedback, do I communicate those changes so others see my growth?
Have I ever resisted feedback because it made me uncomfortable, even if it was helpful?
Do I encourage a culture of feedback by giving constructive input to others and making it safe for them to do the same?
Remember, this self-assessment is just a starting point for understanding how you engage with feedback as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, seeking input from others and working with your ECFL Leadership Coach can provide valuable insights into your growth and development.
Feedback is one of the most powerful tools for growth, but it only works if you do something with it. Being coachable is not just about listening. It is about applying what you have learned, making adjustments, and showing that feedback leads to real improvement. That is where self-awareness, overcoming ego, and humility come into play.
Self-awareness helps you recognize how you respond to feedback. Do you embrace it, or do you instinctively push back? Without self-awareness, it is easy to dismiss feedback or assume it does not apply to you. Leaders who understand their strengths, blind spots, and emotional triggers can process feedback more objectively and use it to grow.
That is easier said than done. Feedback can challenge how we see ourselves, which is why overcoming ego is so important. It is natural to feel defensive, especially when feedback highlights a mistake or an area for improvement. But letting ego take over—by dismissing feedback, justifying actions, or shifting blame—only limits growth. A coachable leader focuses on what they can learn rather than how the feedback makes them feel.
Humility is what turns feedback into action. A humble leader does not just hear feedback. They apply it, follow through, and seek clarity when needed. If feedback is vague, asking, “Can you give me an example?” or “What specific change would make the biggest difference?” can make it actionable. The biggest mistake leaders make is assuming that acknowledging feedback is enough. Simply nodding and moving on does not create real growth.
Why Leaders Struggle to Apply Feedback:
They forget to follow up: A busy schedule makes it easy to acknowledge feedback in the moment but never make a real change.
They assume they already know best: Without self-awareness, leaders may believe feedback does not apply to them.
They let ego get in the way: Feeling defensive or uncomfortable leads to resisting feedback instead of embracing it.
They see feedback as a one-time event: Instead of treating feedback as an ongoing process, some leaders hear it once and assume they are done.
Coachability is not just about being open to feedback. It is about proving through action that you are committed to growth. Self-awareness helps you understand feedback, overcoming ego helps you accept it, and humility helps you apply it. Together, these skills ensure that feedback is not just received but used to create real change.
As we’ve emphasized several times already, feedback is only as useful as what you do with it. To help you track and apply feedback in a structured way, use this downloadable Feedback Tracker. It will guide you through reflecting on feedback, creating an action plan, and following up to show real growth.
“In a growth mindset, challenges are exciting rather than threatening. So rather than thinking, ‘Oh, I’m going to reveal my weaknesses,’ you say, ‘Wow, here’s a chance to grow.’”
The way you handle feedback determines whether it leads to real growth or gets shuffled aside. These best practices will help you move beyond simply listening and ensure that feedback turns into meaningful improvement:
Clarify Feedback to Ensure It’s Actionable: Feedback is only helpful if it’s clear and specific. Before leaving a feedback conversation, make sure you fully understand the input and how to act on it. Misunderstandings can lead to frustration and inaction, so ask questions to clarify expectations. These small adjustments ensure that you and the other person are on the same page so you can apply the feedback correctly.
Ask clarifying questions like, “Can you provide an example of what you mean?” or “What would success look like if I made this change?”
Rephrasing the feedback back to the giver, such as “Just to confirm, you’re saying I need to work on being more concise during meetings, correct?” helps ensure you’re on the same page.
Break Feedback Into Small, Manageable Steps: Large pieces of feedback can feel overwhelming, but breaking them into smaller steps makes them more achievable. Small, incremental changes help you stay focused, build confidence, and create measurable progress over time.
Identify one or two specific behaviors to adjust first. For example, if feedback suggests improving delegation, you might start by assigning one task per week to a team member and reviewing how it went.
Document Feedback and Your Progress: Keeping track of the feedback you receive creates accountability and helps you measure your growth. Writing things down also gives you a reference point for reflection and follow-up so that feedback does not get lost in daily tasks. By documenting feedback, you make it a conscious part of your growth plan instead of something that gets forgotten.
You can use a journal, app, or the .pdf we provided earlier to record feedback sessions, including what was shared, your action plan, and the results. Include dates so you can track your progress over time.
Follow Up With Feedback Givers: Closing the loop means going back to the person who gave you feedback to show that you took action. This reinforces that their input is valued, encourages ongoing feedback, and helps you ensure that your improvements align with expectations.
After implementing feedback, approach the person and ask, “I’ve been working on being more collaborative during meetings. Have you noticed a difference?” or try, “Is there anything else I should be doing differently?”
Encourage a Continuous Feedback Cycle: Closing the loop is not just about following up once. It is about making feedback an ongoing part of your leadership. By creating a culture where feedback is welcomed and acted upon, you make it easier for others to offer input and for improvement to become second nature.
Regular check-ins build feedback into team debriefs and one-on-one meetings.
Ask for feedback proactively. Do not wait for formal reviews; encourage feedback in everyday interactions.
Provide feedback to others; modeling coachability makes your team more open to feedback themselves.
At MSS, leadership is not just about making decisions. It is about creating an environment where growth is a shared priority. The best leaders do not just accept feedback; they seek it, apply it, and use it to strengthen their teams. Feedback only drives change when it is acted upon. Leaders who commit to learning set the standard for those around them, making growth part of the culture.
Coachability is what separates good leaders from great ones. It is the willingness to learn, adjust, and improve, not just for yourself but for those around you. Throughout this module, we explored the key skills that make leaders coachable: self-awareness, humility, overcoming ego, and applying feedback effectively. These are not just ideas. They are daily actions that shape how you lead and grow.
"Live the Culture" is more than just a phrase at MSS. It is a commitment to continuous growth. Leadership is not about having all the answers. It is about staying open to new ideas, helping others improve, and continuously improving yourself. What will you do with these lessons? How will you apply coachability in the way you lead and work with your team?
Reflection Questions:
How do you typically respond to feedback, and what does that say about your coachability?
What steps can you take to ensure you are not just hearing feedback, but actively applying it?
Have you ever received feedback that you resisted at first but later realized was valuable? What changed your perspective?
To push your understanding of The Role of Feedback in Coachability to the next level, explore these valuable resources. They’ll help expand your skills and provide essential tools for building strong leadership.
Minute With Maxwell: Being Coachable - John Maxwell (3:13)
Why The Best Leaders Let Themselves Be Vulnerable With Others
Unlocking Leadership Potential: The Power of Coachability
The Power Of Feedback: A Catalyst For Growth In Leadership And Employee Development