Coaching practices for Developing Leaders
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Developing Leaders, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- Everything still flows through me
- My team only ever gets the leftover scraps from me, and it shows
- Where I come alive is in the human glue
- I catch myself walking into every one-on-one asking what I need out of this person, and almost never what would actually help them grow
- There are people on my team I’ve quietly written off
Practices that may help
- Distribute leadership rather than centralizing it
Develop leadership capacity throughout the team, not just in the designated leader.
Transformational Leadership, Made Practical - Use delegation as a development tool
Assign Q3 tasks to team members who are ready to stretch — and treat the learning curve as the point.
The Eisenhower Matrix and Delegation - 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 - Put the growth of others first
Start from "how do I help this person succeed?" rather than "how do they help me succeed?"
Servant Leadership, Made Practical - Deliberately expand your inner circle
Move team members from low-LMX to high-LMX through intentional relationship investment.
Leader-Member Exchange (LMX), Made Practical - Coaching — high direction and high support for the disillusioned learner
When early enthusiasm dips but skill is still forming, combine clear guidance with active encouragement.
Situational Leadership, Made Practical - Lead from the executing domain — deliver on goals consistently
People strong in executing know how to take an idea and make it happen.
Strengths-Based Leadership, Made Practical - Strengths-Based Leadership, Made Practical
Strengths-based leadership, developed by Tom Rath and Barry Conchie building on Gallup’s decades of manager research, holds that the most effective leaders invest in their own strengths and build teams whose combined strengths cover all four leadership domains — executing, influencing, relationship building, and strategic thinking. Gallup’s correlational research consistently finds that strength-focused teams report higher engagement and performance, though the causal direction is not fully established. - Treat each person as an individual with distinct needs and aspirations
Know what each team member needs to grow and provide support tailored to them.
Transformational Leadership, Made Practical - Develop successors who will surpass you
Invest in your successor’s success as a deliberate act of institutional ambition.
Level 5 Leadership: Humility and Will in Great Leaders
Related concerns
- Leader Development Culture
Move team members from low-LMX to high-LMX through intentional relationship investment.
Deliberately expand your inner circle
- Leadership Development
Move team members from low-LMX to high-LMX through intentional relationship investment.
- Succession Leadership Development
Invest in your successor’s success as a deliberate act of institutional ambition.
Develop successors who will surpass you
- Leader As Developer
Assign Q3 tasks to team members who are ready to stretch — and treat the learning curve as the point.
Use delegation as a development tool
- Developing Leaders In Teams
Assign Q3 tasks to team members who are ready to stretch — and treat the learning curve as the point.
- Dyadic Leadership Relationship
Acknowledge that you develop different relationships with different people — and ensure the differences are earned, not arbitrary.
Manage LMX differentiation fairly as a leader
Describe your situation in your own words to search the complete practice library.