Feed Lot

SEP-OCT 2017

Feedlots and cow/calf operations in the beef industry who feed 500 or more has annually on grains and concentrates; maintain 500 or more beef cows; backgrounder, stocker/grower, preconditioner; veterinarian, nutritionist, consultant

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BEING COACHABLE L earning requires a mindset that is open to correction, c o a c h i n g a n d p e r s o n a l change. That last requirement can be quite a stumbling block for some individuals. I am often asked by my clients to spend time with an employee who says they want to learn new skills or take on more responsibility, but rarely take their supervisor's advice and instruc- tion. They may even challenge their supervisor's authority. After a few minutes to get to know the person and build trust and rapport, I will ask them about what is going on in their head when their boss is providing coaching and in- struction. Specifically, I'll ask, "When your supervisor is giving you instructions or providing some coaching, what are the specific things you are thinking about?" Quite often this type of person will say, "Well…I hear what they are say- ing but the first thing that comes to mind is that I've seen them do things wrong and make mistakes, so I don't see why I should pay attention to them." Further conversation often reveals that this is their attitude to all instruction. All they need to do is think of any time that the supervisor was inconsistent in how they did the task, and the employee convinces themselves that they don't have to heed their advice or instruction. This person justifies their unwill- ingness to change by requiring that a coach or instructor be perfectly consistent to be a credible teacher. It is a firewall they have created to ensure that they never have to change, because few people are qualified to teach them. Their attitude is self-defeating. They will never grow, never advance and never be given more responsi- bility because they will not make the required personal changes. YOUR STRATEGY When managing this type of at- titude about personal change, your strategy can include several possi- ble actions. 22 FEED•LOT  September/October 2017 MANAGEMENT By Don Tyler BEING COACHABLE BEING COACHABLE

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