Coaching practices for How to Be More Assertive at Work

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For How to Be More Assertive 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 say the firm thing but my voice goes up at the end like a question, my eyes drop, and I tack on a nervous little laugh
  • I’ve told my people a hundred times they can disagree with me, but they still don’t
  • There’s something I need to ask for and I keep rehearsing it and chickening out
  • Even when I’ve got the right words, my voice goes shaky and my sentences tilt up into questions, and the apology in my body
  • I keep dropping problems on my boss’s desk and waiting for them to tell me what to do, and I can feel it reads as me not owning my work

Practices that may help

  1. Assertiveness Training, Made Practical
    Assertiveness training is a set of learnable skills — using I-statements, the broken-record technique, fogging, and saying no without over-justifying — that let you express needs and limits directly without aggression or passivity. It comes out of behavior therapy and social-skills training and has a genuine clinical basis, taught for decades in therapeutic settings.
  2. Match your body to your words
    Assertive words undercut by passive body language read as a bluff.
    Assertiveness Training, Made Practical
  3. Teach speak-up skills, not just encourage speaking up
    Give team members specific language for raising concerns, not just permission to raise them.
    Psychological Safety in Teams
  4. Managing Up: Practical Skills for Working with Your Boss
    Managing up means proactively understanding your manager’s priorities, communication style, and constraints — then adapting how you work and communicate to make the partnership effective. Done well it is collaborative rather than manipulative: it reduces friction, builds trust, and creates space for greater autonomy. The evidence base is primarily organizational behavior research on leader-member exchange and practitioner consensus.
  5. DEAR MAN: making effective requests
    Describe, Express, Assert, Reinforce — then Mindful, Appear confident, Negotiate.
    DBT Interpersonal Effectiveness: Getting What You Need Without Destroying the Relationship
  6. Appear confident even when you don’t feel it
    Maintain eye contact, a level voice, and an upright posture — confidence is performed before it’s felt.
    DEAR MAN: DBT’s Skill for Asking for What You Want Effectively
  7. Bring a proposed solution when you bring a problem
    Describe the problem and your recommended path before asking for a decision.
    Managing Up: Practical Skills for Working with Your Boss
  8. Negotiate: know your minimum and be willing to give and take
    Decide in advance what you are willing to accept short of your full ask, and be ready to offer something in exchange.
    DEAR MAN: DBT’s Skill for Asking for What You Want Effectively
  9. Disagree with your manager constructively
    State your disagreement clearly, give your reasoning, and then commit to the decision — without sacrificing either honesty or loyalty.
    Managing Up: Practical Skills for Working with Your Boss
  10. DEAR MAN for interpersonal effectiveness
    A structured script — Describe, Express, Assert, Reinforce, Mindful, Appear confident, Negotiate — for asking and saying no.
    Dialectical Behavior Therapy (DBT) Skills, Made Practical

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