Yigit Konuk

SparkUS Copywrite samples 1. Outreach Mail (Spark Your Leader) Subject Line: Give your leaders a chance to be better Hello There recipient_first_name! New Year’s Eve is approaching and we have treats that will transform you and your organisation for the better. My name is Yiğit and I am sending this e-mail to share our fast-track program; “Spark your Leader” with you. As you well know, bosses and executives are a thing of the past, It’s all about leaders now. With this program, leaders and key contributors can equip themselves and thus your organisation with goal-oriented mindsets, performance enhancing perspectives and unique leadership skills. It might be a fast-track program but it’s not a crash-course I assure you, it’s a virtual boot camp for greatness! Go ahead and pave the way to great leadership for your company here: https://sparkus.com/spark-your-leader/ Don’t be a stranger! Kind Regards, Yiğit Konuk. -Title- 2. Coachability Blog Writing COACHABILITY: Key to Growth Growth is all we seek in our lives, so do the companies and organisations. It is also true that in today’s work environment of technology and innovation, it is almost impossible not to achieve any growth. ERP Systems? Check. SEO and Marketing tools? Check. Financial Interfaces? Check… As General Westmoreland once said; anything that is measured can be managed and everything can be measured. That is spectacularly true and relatively easy in today’s environment. Yet, no matter how much the processes or organisations are automated or led by technology, there is one variable that does not change or cannot be removed no matter what: Human Capital. Decisions regarding every process; whether small in scale or encompassing the whole teams are made and will be done, in the foreseeable future, by the individuals. This requires decision-making individuals. Capable, learning, innovative individuals… To unlock the immense potential in their employees and drive their workforce ever further towards their goals, best of the best organisations lean more every day on coachability of their people. COACHABILITY 101 Coachability is an important aspect of Coaching. It is, with the simplest explanation; openness of one to learn and grow. After all, coaching is about providing motivation and improvement. Within the organisational research, that is more important than technical skills when selecting employees as it will be more important for the development and betterment of both the organisation and the individual. An individual’s coachability motivated feedback seeking, receptivity and implementation ease. These traits are essential for the growth of both the company and the workforce in collaboration. WHY COACHABILITY MATTERS? Mostly for the aspects coachability stimulates and motivates as mentioned above, it carries a long-term importance for the organisations. Because no matter the level of automation or the digitalisation, an organisation will always be the sum of the individual contribution of the employees in it. Through openness to feedback and coaching; employee performance and adaptability improves drastically as well as exponentially, which in turn improves the organisation as a whole. Also, in today’s work environment, individual decision-making and agile leadership are aspects that are rising exponentially in importance. Every employee is expected to provide insight and contribute. As one among many studies conducted with the understanding of how important coachability is; The International Journal Of Coaching And Mentoring (IJCM) published a study this past July. It discusses how to determine the potential of coachability in the employees and the characteristics of it. RECOGNİZİNG COACHABILITY RIGHT ON THE SPOT First of these common characteristics is growth orientation, which indicates that one’s mindset and perspective is fixated to growth and improvement. It is followed by openness, the level of receptiveness to feedback or different points of view. Security or being insecure with a certain level of confidence and self-awareness, is the third indicator. It is then followed by vulnerability, which means the ability and willingness to acknowledge the weaknesses, show transparency during change and demonstrate humility. Last but not least, external sources come into play as indicators such as technical or manager support. Of course, other highlights are mentioned such as a tolerance for discomfort, openness to experimentation and such. It should also be noted that employee coaching provided much more productive and influential over the overall structure and functioning of the organisation more so than manager coaching. This also points to the importance of raising leaders who will provide an example for the employees and coach them for growth. Studies and quantitive information aside, the Study on IJCM also noted that there is no formal, objective facts or methods of measurement as for who’s more coachable and who’s not. But it doesn’t need to be! Anyone willing and participating in any process of learning or self-growth indicates a clear level of coachability right from the start. From that point on, through digital solutions and internal coaching within the organisation, the potential is limitless!