Coaching practices for Adaptive Leadership with Friends
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Adaptive Leadership with Friends, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I lead a team and I’ve realized the people I lean on most are the ones who remind me of myself or are just easy to be around
- Everyone brings their problems to me to solve, I jump in and fix each one, and now I’m the bottleneck for everything while my people never grow
- Where I come alive is in the human glue
- I keep handing my team finished plans and then can’t understand why they nod along but never really own it
- When I’m facing a big decision I realize I have no one wise and honest to think it through with
Practices that may help
- Adaptive Leadership, Made Practical
Adaptive leadership, developed by Ron Heifetz and Marty Linsky at Harvard, distinguishes between technical problems (solvable with existing expertise) and adaptive challenges (requiring people to change their values, beliefs, or habits). The core skill is resisting the pull to apply technical fixes to adaptive problems — and instead helping people do the hard work of change themselves. - Manage LMX differentiation fairly as a leader
Acknowledge that you develop different relationships with different people — and ensure the differences are earned, not arbitrary.
Leader-Member Exchange (LMX), Made Practical - Give the work back without abandoning people
Resist taking ownership of problems that belong to the people facing the adaptive challenge.
Adaptive Leadership, Made Practical - Lead from the relationship building domain — hold the team together
People strong in relationship building are the glue that holds a team’s cohesion under pressure.
Strengths-Based Leadership, Made Practical - Invite clients or reports to contribute insight to your approach
Asking someone you lead for their input increases their investment in the outcome.
The Ben Franklin Effect, Made Practical - Build a personal board of advisers
Curate a small group of diverse, trusted people who know your work and challenge your thinking.
Never Eat Alone: Building a Real Network - Regulate the level of distress in the system
Keep productive pressure high enough to motivate change but low enough to prevent shutdown.
Adaptive Leadership, Made Practical - Distribute leadership rather than centralizing it
Develop leadership capacity throughout the team, not just in the designated leader.
Transformational Leadership, Made Practical - Leading from behind — the servant leader stance
Influence others more through example, listening, and restraint than through assertion and command.
The Tao Te Ching, Made Practical - Lead from the strategic thinking domain — absorb and analyze information
People strong in strategic thinking keep the team focused on what could be, not just what is.
Strengths-Based Leadership, Made Practical
Related concerns
- Adaptive Leadership
Adaptive leadership, developed by Ron Heifetz and Marty Linsky at Harvard, distinguishes between technical problems (solvable with existing expertise) and adaptive challenges (requiring people to change their values, beliefs, or habits). The core skill is resisting the pull to apply technical fixes to adaptive problems — and instead helping people do the hard work of change themselves.
- Adaptive Leadership At Work
Adaptive leadership, developed by Ron Heifetz and Marty Linsky at Harvard, distinguishes between technical problems (solvable with existing expertise) and adaptive challenges (requiring people to change their values, beliefs, or habits). The core skill is resisting the pull to apply technical fixes to adaptive problems — and instead helping people do the hard work of change themselves.
- Adaptive Leadership With My Partner
Adaptive leadership, developed by Ron Heifetz and Marty Linsky at Harvard, distinguishes between technical problems (solvable with existing expertise) and adaptive challenges (requiring people to change their values, beliefs, or habits). The core skill is resisting the pull to apply technical fixes to adaptive problems — and instead helping people do the hard work of change themselves.
- Adaptive Leadership Development
Adaptive leadership, developed by Ron Heifetz and Marty Linsky at Harvard, distinguishes between technical problems (solvable with existing expertise) and adaptive challenges (requiring people to change their values, beliefs, or habits). The core skill is resisting the pull to apply technical fixes to adaptive problems — and instead helping people do the hard work of change themselves.
- Adaptive Leadership For My Teenager
Resist taking ownership of problems that belong to the people facing the adaptive challenge.
Give the work back without abandoning people
- Adaptive Leadership As A Caregiver
Resist taking ownership of problems that belong to the people facing the adaptive challenge.
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