Why Being Coachable Isn’t the Same as Being Humble in Sales

You’re Coachable, But Are You Truly Humble? You’ve been coachable your entire career. You take feedback, adjust your approach, read books, listen to podcasts, and implement what works. Yet being coachable doesn’t automatically make you humble—and that gap may be costing you more than you realize. Nicolas Restrepo, Senior Vice President of Sales at World Emblem, shared on a recent Sales Gravy Podcast episode: “What advice would I give myself ten years ago? Be humble. There’s a difference between being coachable and being humble.” Most sales leaders assume coachability covers everything. If you’re open to learning, you’re set—right? Not quite. The best sales leadership is built not only on willingness to learn, but on recognizing that your success was never yours alone. What Being Coachable Actually Means A coachable leader stays receptive. Feedback isn’t a threat. Adjustments aren’t a burden. You ask questions, try new techniques, and pivot when something stops working. Coachable leaders attend training sessions and apply what they learn. They don’t cling to “the way we’ve always done it” when the market shifts. Adaptability is their baseline. But it’s only half the picture. What Being Humble Actually Means Humility isn’t self-deprecation. It’s acknowledging the full story behind every win. Humble leaders recognize the customer service rep who handled tough calls, the operations team that pulled off a miracle to meet a deadline, and the mentor who guided them through a high-stakes negotiation. Humility shows up when leaders look at a win and say “we did that” instead of “I did that.” It changes the way you speak, how you coach, and how your team shows up around you. Why Sales Leaders Confuse the Two It’s easy to blur the lines. Coachability requires some humility. You have to acknowledge you don’t know everything. But it’s possible to be coachable and still operate from ego. Some leaders take feedback on their discovery process while taking full credit for the deal. They embrace a new objection-handling framework but never acknowledge the people who supported the outcome. They accept coaching but keep score of how often they were right. Coachability grows your skills. Humility grows your people. The Risks of Only Having One Coachability without humility burns teams out. You may improve individually, but hoarding credit discourages collaboration. When that happens, reps start withholding help because they know their contribution won’t be recognized. They stop sharing insights. They stop going the extra mile. Coachable-but-not-humble leaders also tend to ask for help too late. They’ll accept advice when it arrives but rarely seek it out until they’re underwater. Humility without coachability leads to stagnation. You may share credit generously and build strong relationships, but if you refuse to learn hard truths about your blind spots, your team stalls with you. Some leaders disguise resistance to growth as modesty, deflecting responsibility rather than owning the need for improvement. You need both. Where These Traits Show Up in Real Leadership Consider how coachability and humility show up in everyday situations: After a big win: Coachable leaders debrief to find the repeatable actions. Humble leaders publicly recognize who made the win possible. When something fails: Coachable leaders ask what they could have done differently. Humble leaders avoid placing blame on the team. During onboarding: Coachable leaders stay open to feedback from new hires about broken processes. Humble leaders acknowledge when a new rep brings a skill they don’t have. In pipeline reviews: Coachable leaders adjust their forecast based on data. Humble leaders give credit to the rep who spotted a risk early. Why This Matters for Long-Term Sales Leadership Sales leadership is a long game. You’re not just managing this quarter’s number. You’re shaping the culture that determines whether top performers stay or bolt. Coachability keeps you sharp. Humility keeps your team aligned. When both traits are active, people share ideas more freely because they know you’ll listen. They fight for deals because their effort is seen. They stay through hard quarters because they trust you’re not in it for personal glory. How to Develop Both Traits To strengthen coachability: Ask your team for feedback on your leadership and apply it. Work with a peer or mentor who will challenge you. Notice when you resist feedback and explore why. Read one sales leadership book per quarter and implement one idea. To strengthen humility: When talking about a win, name three people who contributed. Ask for help early instead of waiting until you’re stuck. Start meetings by recognizing someone else’s win. Pay attention to how often you use “I” versus “we.” Questions to challenge yourself: When I talk about a win, who gets credit? Do reps bring me ideas, or wait to be told what to do? Am I more focused on being right or being effective? When was the last time I publicly recognized someone? The Bottom Line Being coachable gets you in the room. Being humble keeps you there. You can study every methodology, attend every training session, and absorb every leadership book. But if the goal is proving how great you are instead of elevating how great your team can become, you’re building on sand. The sales leaders who last, who build high-performing cultures and develop reps who grow into leaders, all understand one truth: success was never a solo act. Stay coachable so you keep growing. Stay humble so your team grows with you. Your people will feel the difference. So will your results. Being coachable and humble is just the start. 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