Coaching practices for Match Strengths to Project Phases

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

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

• I keep dragging the big-picture dreamers into the tedious finishing work and asking my finishers to brainstorm wild ideas, and everyone’s miserable and the handoffs are a mess
• My team keeps dropping the ball at the same stage every single project
• Every project I’m juggling lives in one giant shared list, so when I sit down to focus on one thing I have to mentally sift past everything else first, and I can never tell how far along any single project actually is.
• My team feels off and I keep reacting to each flare-up as its own thing, but I can’t actually say what phase we’re in
• I’ve quietly filed each person on my team as strong or weak, and then I’m baffled when my "strong" one flounders on something new

Practices that may help

1. Assign project phases to genius-matched people
   Route early ideation to Wonder/Invention geniuses and execution phases to Tenacity geniuses.
   The 6 Types of Working Genius (Patrick Lencioni)
2. Map your team’s genius coverage
   Check whether all six activities are covered by someone who finds them energizing.
   The 6 Types of Working Genius (Patrick Lencioni)
3. Keep each project’s Action Steps physically separate from other projects
   Mixing action steps from different projects in a single list increases context-switching cost and makes progress harder to see.
   The Action Method, Made Practical
4. Diagnose which stage your team is in
   Name the stage you’re in before you pick a leadership response.
   Tuckman’s Stages of Team Development
5. Assess readiness task by task, not person by person
   Rate competence and commitment for the specific task in front of them, not the person overall.
   Situational Leadership, Made Practical
6. Take the outside view (base rates)
   Estimate using the track record of similar cases, not the vivid details of your own.
   Thinking, Fast and Slow, Made Usable
7. Run a project-level Pareto analysis quarterly
   Every quarter, analyze which projects generated 80% of your meaningful progress and let that drive next-quarter commitments.
   The Pareto Principle: 80/20 for Personal Productivity
8. Identify the right reference class for your situation
   Find a well-defined set of past situations that are structurally similar to yours and collect their outcome data.
   Reference Class Forecasting
9. Run a pre-mortem from the outside-view perspective
   Imagine the project has failed — then ask which base-rate failure type caused it.
   The Outside View
10. Set goals that build on your signature strengths
    Design goals that let your top strengths be the primary vehicle rather than your weak spots.
    VIA Character Strengths, Made Practical

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