Coaching practices for Lmx Training
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Lmx Training, 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
- 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 keep waiting for my manager to notice me and hand me more trust, and it’s not happening
- The people I’m training just go through the reps I dictate, checked-out and joyless, and I dictate every detail because I assume that’s my job
- There’s a pace I can hold comfortably and then a wall I hit fast where my legs flood and I have to back off, and that wall hasn’t moved in ages
Practices that may help
- 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. - Deliberately expand your inner circle
Move team members from low-LMX to high-LMX through intentional relationship investment.
Leader-Member Exchange (LMX), Made Practical - 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 - 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 - Lojong: Tibetan Mind Training
Lojong is a Tibetan Buddhist mind-training system, codified by Atisha and later Chekawa, built around 59 slogans that train the mind to transform adversity into awakening and to cultivate compassion for all beings including oneself. Evidence is primarily contemplative-clinical; some practices (loving-kindness, tonglen-adjacent exercises) have been studied, but the full system is practitioner tradition rather than a clinical protocol. - Give performers choice within practice to support autonomy
Offer self-directed options in practice — which drill, how many reps, which cue — to enhance intrinsic motivation and learning.
External Focus of Attention, Made Practical - Lactate threshold training
Train at the intensity just below where lactate spikes to push your sustainable pace higher.
VO2 Max and Longevity: The Peter Attia Framework - Pair zone 2 with occasional high-intensity work in an 80/20 polarized structure
Most training volume in zone 2, a small fraction at near-maximal intensity — skip the moderate middle.
Zone 2 Training - Train at 40-60% of maximum — the sub-maximal effort rule
Each GTG set should feel easy: you stop well before any form breakdown or perceived effort.
Greasing the Groove, Made Practical - Perceptual Learning: Training Your Eye Before Your Mind
Perceptual learning is the improvement of discrimination and recognition through practice — training the perceptual system to detect distinctions that were previously invisible. Philip Kellman’s research shows it can be induced rapidly with well-designed training software and produces durable, transfer-ready expertise that complements conceptual instruction.
Related concerns
- Building Relationship With Leader
Move team members from low-LMX to high-LMX through intentional relationship investment.
Deliberately expand your inner circle
- Extra Role Behavior Lmx
Voluntarily take on work beyond your formal responsibilities to signal readiness for a higher-trust relationship.
Expand your role through extra-role behavior
- How To Develop Lmx
Move team members from low-LMX to high-LMX through intentional relationship investment.
- How To Evaluate Leader Relationship
Honestly diagnose where you stand in the relationship before trying to improve it.
Assess the current quality of your leader-member relationship
- Improve Leader Member Relationship
Move team members from low-LMX to high-LMX through intentional relationship investment.
- Leader Follower Exchange
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.
Describe your situation in your own words to search the complete practice library.