Welcome back to the look and sound of leadership, an ongoing series of executive coaching tips

designed to help you be perceived in the workplace the way you want to be perceived.

I'm Tom Henshel, your executive coach, and today we're talking about understanding feedback.

Martin had gotten homework from me at the end of our first coaching conversation.

I'd asked him to seek out some feedback about himself.

I was interested whether, when he heard it, could he be curious about it?

What did he tell himself about it?

Could he report it to me accurately at our second conversation?

When Martin's company first called me, he was described to me as disruptive and perhaps

uncoachable.

I suggested allowing me three coaching conversations with him, after which I'd have a pretty strong

guess about his coachability.

Now, going into our second conversation, I was curious what stories he might bring back.

We'd barely finished greeting each other when he told me, yes, he had done his homework

and then, with a smile, he said, and guess who I asked.

Who I replied?

Maribel.

I raised my eyebrows.

Well good for you, head in the lion's mouth.

Actually or in the year, Maribel had filed a complaint against Martin.

There had been a meeting where Maribel and the head of HR had talked with Martin about

her issue.

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