Coaching practices for Noticing Good Work Leadership

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

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

• My whole attention as a manager is tuned to what’s broken
• When something goes well I tend to quietly absorb the credit or just say "great team effort," and I never actually name who did what
• When someone does something genuinely great I just toss off a "nice work" and move on, and it barely registers
• 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
• When someone does something genuinely great I tend to file it away to mention at their review, and by the time it comes around it’s gone cold and vague

Practices that may help

1. Catch people doing things right
   Most management attention goes to problems — systematically noticing good work is both rarer and more powerful.
   The One Minute Manager: Three Practices That Still Work
2. Give recognition generously and specifically
   Call out others’ contributions publicly, specifically, and without claiming credit for yourself.
   Give and Take: The Giver Advantage
3. Use SBI for positive feedback, not just correction
   Name the situation, behavior, and impact when someone does something right.
   The SBI Feedback Model, 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. One-minute praisings: specific, immediate, genuine
   Praise that names the exact behavior immediately after it occurs reinforces that behavior far more effectively than delayed or generic recognition.
   The One Minute Manager: Three Practices That Still Work
6. Give recognition that names the person’s specific effort, not just the outcome
   Generic praise signals you were not paying attention; specific recognition proves you were.
   Caring Personally: The Foundation of Radical Candor
7. Spot and name character strengths in others
   Notice and explicitly name the character strengths you observe in people around you.
   VIA Character Strengths, Made Practical
8. Invite clients or reports to contribute insight to your approach
   Asking someone you lead for their input increases their investment in the outcome.
   The Ben Franklin Effect, Made Practical
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. Look out the window for credit, in the mirror for blame
    When things go well, credit others; when things go wrong, look at yourself first.
    Level 5 Leadership: Humility and Will in Great Leaders

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