Coaching practices for Heidi Grant Halvorson Succeed
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Heidi Grant Halvorson Succeed, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I finally hit the thing I’d been grinding toward and the satisfaction lasted about an hour before I was already onto the next target
- My attention defaults to what’s missing and what’s wrong, and even when I try to be grateful it’s the same rote list
- I keep telling myself I’ll finally feel okay about myself once I hit the next thing
- When I look at people who’ve pulled off the thing I want, they all seem like naturals who were always going to make it
- There’s a high-stakes thing coming
Practices that may help
- If–Then Planning, Made Practical
If–then plans (also called implementation intentions) specify in advance how you will respond to the specific situations that typically derail your goals: "If situation X occurs, then I will do Y." A meta-analysis of 94 studies found a medium-to-large effect on goal attainment — one of the most reliable single techniques in goal-setting research. - Celebrate growth, not just goal attainment
Recognize progress in who you are becoming, not only whether you hit the number.
Self-Concordant Goals, Made Practical - Practice gratitude as a resource builder, not a mood fix
Gratitude builds social capital and resilience when practiced genuinely — the mechanism is not just feeling good but deepening relationships and widening perspective.
Broaden-and-Build, Made Practical - Give and Take: The Giver Advantage
Adam Grant’s research shows that “givers” — people who contribute to others without immediate return — populate both the bottom and the top of success distributions, while “matchers” and “takers” cluster in the middle. The difference between givers who burn out and those who thrive is how they protect their own time and energy. The evidence is observational and based on surveys and workplace studies. - Practice wholehearted living
Cultivate the sense of worthiness that lets you engage life from "I am enough."
Daring Greatly, Made Practical - Delegating — hand over both direction and decision
With a skilled, committed performer, give the goal and the authority, then get out of the way.
Situational Leadership, Made Practical - Learn from credible models (vicarious experience)
Watch someone like you succeed at the thing you fear.
Self-Efficacy: Building the Belief You Can - Hope Theory: Agency, Pathways, and Getting Unstuck
C.R. Snyder’s hope theory defines hope not as a passive feeling but as the combination of two cognitive skills: agency thinking (believing you can move toward a goal) and pathways thinking (knowing specific routes to get there). Both are measurable and learnable. Research links higher hope scores to better academic, athletic, and health outcomes, though causation is harder to establish than correlation. - Mental rehearsal of outcomes
Vividly rehearse the result and the process, with emotion, before you act.
Tony Robbins’ Core Practices - Give recognition generously and specifically
Call out others’ contributions publicly, specifically, and without claiming credit for yourself.
Give and Take: The Giver Advantage
Related concerns
- Contribution Over Achievement
Orient your work toward what it does for others, not just what it earns you.
Build meaning through contribution rather than achievement (meaning pillar)
- Algoe Haidt Gable Gratitude
Name and thank the specific virtuous acts of people around you — not just their kindness toward you.
Express specific gratitude for acts of moral virtue you witness
- Give And Take The Giver Advantage At Work
Adam Grant’s research shows that “givers” — people who contribute to others without immediate return — populate both the bottom and the top of success distributions, while “matchers” and “takers” cluster in the middle. The difference between givers who burn out and those who thrive is how they protect their own time and energy. The evidence is observational and based on surveys and workplace studies.
- Give And Take The Giver Advantage With My Team
Adam Grant’s research shows that “givers” — people who contribute to others without immediate return — populate both the bottom and the top of success distributions, while “matchers” and “takers” cluster in the middle. The difference between givers who burn out and those who thrive is how they protect their own time and energy. The evidence is observational and based on surveys and workplace studies.
- Giver Vs Taker At Work
Adam Grant’s research shows that “givers” — people who contribute to others without immediate return — populate both the bottom and the top of success distributions, while “matchers” and “takers” cluster in the middle. The difference between givers who burn out and those who thrive is how they protect their own time and energy. The evidence is observational and based on surveys and workplace studies.
- Giving People What They Deserve
Call out others’ contributions publicly, specifically, and without claiming credit for yourself.
Give recognition generously and specifically
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