Coaching practices for Developing Team Members
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Developing Team Members, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- My team only ever gets the leftover scraps from me, and it shows
- I just took over a brand-new team and everyone’s being polite and looking to me for everything
- Some people on my team never really seem to feel part of it
- I’ve got a new hire starting and the lazy move is to just hand them whatever’s piled up in the backlog
- There are people on my team I’ve quietly written off
Practices that may help
- 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 - Forming: provide clarity before connection
In the first stage, a new team needs structure and purpose more than it needs team-building.
Tuckman’s Stages of Team Development - Establish inclusion safety — belonging without conditions
Make every team member feel valued and accepted as a human being before expecting performance.
The Four Stages of Psychological Safety - Use genius mapping in onboarding
Surface a new hire’s geniuses early so you design their role around energy, not just skills.
The 6 Types of Working Genius (Patrick Lencioni) - Deliberately expand your inner circle
Move team members from low-LMX to high-LMX through intentional relationship investment.
Leader-Member Exchange (LMX), Made Practical - 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) - Match the task to the person
Delegate based on the fit between the task’s demands and the person’s skill, growth needs, and capacity.
Effective Delegation, Made Practical - Build contributor safety — people offer ideas without fear of rejection
Create conditions where team members volunteer ideas, analysis, and solutions without waiting to be asked.
The Four Stages of Psychological Safety - Performing: step back and protect the conditions
A Performing team needs air cover and resources, not direction.
Tuckman’s Stages of Team Development - Norming: codify agreements in writing
What the team has figured out informally needs to become explicit so it survives personnel changes.
Tuckman’s Stages of Team Development
Related concerns
- Developing Your Team
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
- How To Lead A New Team
In the first stage, a new team needs structure and purpose more than it needs team-building.
Forming: provide clarity before connection
- Team Roles By Phase
Route early ideation to Wonder/Invention geniuses and execution phases to Tenacity geniuses.
Assign project phases to genius-matched people
- Belonging In Team
Make every team member feel valued and accepted as a human being before expecting performance.
Establish inclusion safety — belonging without conditions
- Building Team Capability
Hire and assemble deliberately for domain coverage, not for people who think like you.
Build a team whose combined strengths cover all four domains
- Deploy Talent At Its Best
Multipliers find what people do naturally well and put them in conditions where that genius is essential.
Become a talent magnet: attract and deploy people at their best
Describe your situation in your own words to search the complete practice library.