Coaching practices for Holding Position Leadership

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Holding Position Leadership, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• I keep making the call that looks good this quarter and quietly costs the team a year out, and I want to start deciding like someone holding all this in trust for the long run rather than spending it to hit the number in front of me.
• Everything still flows through me
• I raised the hard truth nobody wanted to hear and now the whole pushback has turned on me
• I lead by directing and correcting and stepping in to fix things, and my team has gone quiet and passive, waiting to be told
• My team only performs when I’m watching, and I keep bolting on more rules to control it, which just makes everything rigid

Practices that may help

1. Practice foresight and stewardship
   Hold the team’s resources and future in trust — decide for the long game, not just this quarter.
   Servant Leadership, Made Practical
2. Distribute leadership rather than centralizing it
   Develop leadership capacity throughout the team, not just in the designated leader.
   Transformational Leadership, Made Practical
3. Supporting — step back on direction, stay high on support
   For the capable-but-cautious performer, lighten the instructions and bolster their confidence.
   Situational Leadership, Made Practical
4. Hold steady when the system pushes back
   Expect displacement, scapegoating, and pressure to return to the old equilibrium — and stay the course.
   Adaptive Leadership, Made Practical
5. 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
6. Leading from behind — the servant leader stance
   Influence others more through example, listening, and restraint than through assertion and command.
   The Tao Te Ching, Made Practical
7. Build a culture of discipline, not a disciplinarian culture
   Hire self-disciplined people, then give them freedom within a clear framework.
   Level 5 Leadership: Humility and Will in Great Leaders
8. Identify your dominant leadership strengths — and lead from them
   Know which of the four leadership domains you naturally operate from and amplify it rather than trying to be equally strong in all four.
   Strengths-Based Leadership, Made Practical
9. 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
10. 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

Describe your situation in your own words to search the complete practice library.