Coaching practices for Developing People at Work
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Developing People at Work, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- 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
- Every single one-on-one we only ever talk about this week’s deliverables, and we never once zoom out to where they’re headed
- My team only ever gets the leftover scraps from me, and it shows
- 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
- I’m at my best when I’m getting a room aligned and fired up
Practices that may help
- 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 - Spend real time on growth, not just tasks
Regularly leave the weeds and talk about career, skills, and where they’re headed.
Effective One-on-Ones, 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 - 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 influencing domain — take charge, speak up, make sure others are heard
People strong in influencing sell the team’s ideas inside and outside the organization.
Strengths-Based Leadership, Made Practical - Learn what each person actually wants from their career and life
Care personally means knowing the goal behind the job — not just what they’re working on, but why.
Caring Personally: The Foundation of Radical Candor - 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 - Coach the person, not just the problem
The most important thing a manager can work on is the person’s capacity to handle future problems, not just today’s.
The Leader as Coach: A New Management Paradigm - Map your team’s genius coverage
Check whether all six activities are covered by someone who finds them energizing.
The 6 Types of Working Genius (Patrick Lencioni) - 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
Related concerns
- 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
- When Transformational Leadership Individualized Consideration
Know what each team member needs to grow and provide support tailored to them.
Treat each person as an individual with distinct needs and aspirations
- Developing Leaders
Develop leadership capacity throughout the team, not just in the designated leader.
Distribute leadership rather than centralizing it
- Distributed Leadership
Develop leadership capacity throughout the team, not just in the designated leader.
- Growth Conversations Manager
Apply GROW structure to 5-minute hallway conversations and 1-on-1 check-ins — not only to hour-long coaching sessions.
Use GROW in brief leadership conversations, not just formal coaching sessions
- Leader Development Culture
Move team members from low-LMX to high-LMX through intentional relationship investment.
Deliberately expand your inner circle
Describe your situation in your own words to search the complete practice library.