The Myth of the “Uncoachable” Employee

Last month, an operations VP told me, “I’ve got a supervisor who just won’t change. We’ve tried everything. She’s uncoachable.”

I asked for specifics.
He listed missed targets, defensive body language, and two tense meetings.

I asked what they had tried.
He paused, thought for a moment, then admitted the “everything” was two pieces of feedback and a generic training video.

Why the Label Sticks

Calling someone uncoachable is a relief valve. It shifts responsibility from the leader to the employee and lets the team move on. Yet neuroscience and organizational research show that very few people are truly immune to growth.

More often:

1. The goal is fuzzy
2. The feedback is vague
3. The support system is thin

When those three collide, even top performers shut down.

Three Hidden Factors

1. Psychological safety

Amy Edmondson’s work at Harvard confirms that learning stalls when people fear humiliation.

Without safety, advice sounds like an attack.

2. Identity threat

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Performance feedback can challenge how people see themselves. If their entire self-worth rests on technical skill, suggestions about leadership feel existential.

3. Coaching skill gap​
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Gallup reports that only one in five managers excels at coaching conversations.

The other four rely on correction disguised as coaching and wonder why it fails.

A Five-Step Rescue Plan

1. Run a “job clarity audit.”​
   List observable behaviors for success. Share them. Ask the employee to rate their confidence on each. Misalignment usually shows up here.
2. Ask the one-question check-in​
   “What part of your job feels foggy right now?” The answer reveals roadblocks faster than another lecture.
3. Frame change as skill acquisition, not character flaw​
   “We can practice tactical delegation” lands better than “You need to stop micromanaging.”
4. Shrink the first win​
   Choose a micro-habit that can succeed in a week. Momentum is oxygen for growth.
5. Set a decision milestone​
   Agree on a review date. If progress is minimal, decide together on role redesign, redeployment, or exit.

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Discussion Questions for Your Leadership Team

1. Where in our culture do we reward technical excellence but neglect coaching competence?
2. How often do we confuse compliance with commitment in our performance reviews?
3. What systems currently protect psychological safety when tough feedback is needed?
4. Which manager on our team needs targeted coaching skill training this quarter?
5. If we banned the word “uncoachable,” how would our approach to talent challenges change?

P.S. Struggling with a “stuck” high performer? I’m drafting a short guide on turning resistance into momentum. Reply with “Send the guide” and I’ll make sure you get an early copy.