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Millions of dollars and thousands of hours are spent each year trying to teach managers how to coach their employees and give them effective feedback. Yet much of this training is ineffective, and many managers remain poor coaches. Is that because this can’t be trained? No, that’s not the reason. Research sheds light on why corporate training often fails. Studies by Peter Hesling and his colleagues show that many managers do not believe in personal change. These managers judge employees as competent or incompetent at the start and that’s that. They do relatively little developmental coaching and when employees do improve, they may fail to take notice, remaining stuck in their initial impression. What’s more, they are far less likely to seek or accept critical feedback from their employees. Why bother to coach employees if they can’t change and why get feedback from them if you can’t change?