"If I'm a Self-Starter, Why Aren't You?" Those High in Initiative May Be Challenged as Coaches

Until we learn otherwise, we tend to believe others think and behave as we do.  Sometimes that learning comes with a thunderbolt and leaves us with our "jaw on the ground."  Pillared on more than 30 years experience in leadership coaching to a wealth of Fortune-rated and emerging employers alike, this evidence does not falter.  Consequently, it is easy to conclude that common sense does not actually exist. Coaching requires understanding motivation, capability and learning style.  Without these, the ability to transform is challenged. 

If you ask a self-starter why he or she is a self-starter, you shall often encounter uncertainty.   According to Bob Galvin, retired Motorola chairman, self-starters and leaders can be spotted by age 14.  Being a self-starter derives from intrinsic motivation (coming from within), not nearly as easily influenced as extrinsic motivation (impacted by external variables).  Self-starters rarely understand those who are not self-starters, and most individuals are not self-starters.  This lack of understanding creates a barrier to audience adaptation and coaching effectiveness. 

Employers tend to promote top performers, usually self-starters, to leadership roles.  These promotions often occur for the wrong reasons.  A self-starter with the right leadership training can lead by example and deploy certain tactics, yet he or she can be challenged in ability to understand and coach those without intrinsic motivation.  Leadership is a lifelong learning commitment. Without learning and adaptation to new audiences, we stunt company growth and can only hire a small percentage of the available applicant pool.  

Those who study leadership recognize leadership is not a natural progression, but rather a distinctive and precise skillset. Many self-starters are completely disinterested in coaching; however, they accept the role as a title award and advancement strategy.  Self-starters are often admittedly more interested in managing processes than people.  Employers who create advancement ladders not necessarily tied to supervision are able to truly gauge commitment to coaching and creating transformation.  Self-starters often view themselves as self-transformed and therefore may not be inclined to transform others.  A supervisor, trainer or coach who fails to create transformation also fails to provide betterment to employee productivity.  If the employees are not better for the supervisor's impact, why is the supervisor retained?  Assuming the talent acquisition process is doing its job, successful coaching creates transformation and improves workplace productivity through improved employee performance. 

By its very definition, extrinsic motivation is volatile, affected by the employer.  Motivation is, in its simplest terms, a reason.  Understanding what transformed you to improved performance is a valuable toolset to transforming others. This means looking beyond intrinsic motivation. Those who were "transformed" can be highly influential and motivational success stories for others. 

HRS deploys these validated studies in globally recognized assessment and kinesthetic coaching programs, serving employers in more than 100 countries plus world respected academic and certification institutions. Programs are augmented through learning style surveys having earned more than 3000 global responses to date. Please visit AskHRS.com for more information regarding learning survey findings, validation studies and program offerings.