Coaching practices for Developing Your Team
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Developing Your Team, 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 look around at the people I’ve hired and they all think exactly like me
- I just took over a brand-new team and everyone’s being polite and looking to me for everything
- My team keeps dropping the ball at the same stage every single project
- My team is genuinely running well without me now, but I keep inserting myself into decisions they could make
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 - Build a team whose combined strengths cover all four domains
Hire and assemble deliberately for domain coverage, not for people who think like you.
Strengths-Based Leadership, Made Practical - 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 - 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) - Performing: step back and protect the conditions
A Performing team needs air cover and resources, not direction.
Tuckman’s Stages of Team Development - There are no bad teams, only bad leaders
The same people perform differently under different leadership — so start with the leadership.
Extreme Ownership, 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 - 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 - 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) - 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 Team Members
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
- 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
- Team Roles By Phase
Route early ideation to Wonder/Invention geniuses and execution phases to Tenacity geniuses.
Assign project phases to genius-matched people
- When Situational Leadership Assess Task Readiness
Rate competence and commitment for the specific task in front of them, not the person overall.
Assess readiness task by task, not person by person
- Developing Leaders In Teams
Assign Q3 tasks to team members who are ready to stretch — and treat the learning curve as the point.
Describe your situation in your own words to search the complete practice library.