Coaching practices for How to Develop Lmx

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

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

• There are people on my team I’ve quietly written off
• I keep waiting for my manager to notice me and hand me more trust, and it’s not happening
• My boss took a real chance on me and advocated for me, and I just took it and moved on without ever closing the loop
• I lead a team and I’ve realized the people I lean on most are the ones who remind me of myself or are just easy to be around
• I do my job competently and stay neatly inside my lane, and I sense that’s exactly why I’m read as just-a-role-filler

Practices that may help

1. Deliberately expand your inner circle
   Move team members from low-LMX to high-LMX through intentional relationship investment.
   Leader-Member Exchange (LMX), Made Practical
2. Leader-Member Exchange (LMX), Made Practical
   Leader-member exchange theory, developed by George Graen and Mary Uhl-Bien, holds that leaders do not treat all followers the same — they develop distinct dyadic relationships ranging from high-LMX (trust, respect, mutual obligation) to low-LMX (formal, exchange-based). High-LMX relationships are consistently associated with better performance, satisfaction, and career outcomes in observational research.
3. Invest in the relationship before you need it
   Build relational credit through reliability and initiative, not charm or performance alone.
   Leader-Member Exchange (LMX), Made Practical
4. Reciprocate when your leader invests in you
   When a leader gives you trust, opportunity, or advocacy, close the loop with visible follow-through.
   Leader-Member Exchange (LMX), Made Practical
5. Manage LMX differentiation fairly as a leader
   Acknowledge that you develop different relationships with different people — and ensure the differences are earned, not arbitrary.
   Leader-Member Exchange (LMX), Made Practical
6. Expand your role through extra-role behavior
   Voluntarily take on work beyond your formal responsibilities to signal readiness for a higher-trust relationship.
   Leader-Member Exchange (LMX), Made Practical
7. Assess the current quality of your leader-member relationship
   Honestly diagnose where you stand in the relationship before trying to improve it.
   Leader-Member Exchange (LMX), Made Practical
8. Mental Models: Charlie Munger’s Latticework Approach
   Charlie Munger argued that clear thinking requires a collection of models from multiple disciplines — a latticework — because any single mental model warps reality by over-predicting the phenomena it explains best. The approach is practitioner philosophy rather than empirically tested method, but it is grounded in real findings about cognitive biases, analogical reasoning, and multi-causal thinking.
9. Map your manager’s top three priorities
   Know what your manager is measured on and being pressured about — your work lands differently when it connects to that.
   Managing Up: Practical Skills for Working with Your Boss
10. Watch for lollapalooza effects — multiple models pointing the same direction
    When several biases or forces combine on a single outcome, expect an extreme result.
    Mental Models: Charlie Munger’s Latticework Approach

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