Coaching practices for Other Directedness Leadership
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Other Directedness Leadership, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I lead by directing and correcting and stepping in to fix things, and my team has gone quiet and passive, waiting to be told
- I treat my whole team the same way and run the same kind of one-on-one with everyone, and it’s landing flat
- 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 keep forcing myself to lead the way I think a leader is supposed to, even when it cuts against my grain, and I can’t actually name what I’m naturally good at
- My people route every little decision up to me, even ones squarely in their own authority
Practices that may help
- Leading from behind — the servant leader stance
Influence others more through example, listening, and restraint than through assertion and command.
The Tao Te Ching, Made Practical - Treat each person as an individual with distinct needs and aspirations
Know what each team member needs to grow and provide support tailored to them.
Transformational Leadership, Made Practical - Directing — high direction for the eager novice
With someone new and keen but unskilled, give clear, specific instruction and tight structure.
Situational Leadership, Made Practical - 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 - Identify your dominant leadership strengths — and lead from them
Know which of the four leadership domains you naturally operate from and amplify it rather than trying to be equally strong in all four.
Strengths-Based Leadership, Made Practical - Break the advice-dependency loop
When people come to you for every decision, it signals advice-giving is making them less capable, not more.
The Leader as Coach: A New Management Paradigm - Supporting — step back on direction, stay high on support
For the capable-but-cautious performer, lighten the instructions and bolster their confidence.
Situational Leadership, Made Practical - 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 - Decentralized command
Push decisions to the people closest to the problem, bounded by a clear commander’s intent.
Extreme Ownership, Made Practical - Distribute leadership rather than centralizing it
Develop leadership capacity throughout the team, not just in the designated leader.
Transformational Leadership, Made Practical
Related concerns
- Distributed Leadership
Develop leadership capacity throughout the team, not just in the designated leader.
Distribute leadership rather than centralizing it
- Personalized Leadership
Know what each team member needs to grow and provide support tailored to them.
Treat each person as an individual with distinct needs and aspirations
- Shared Leadership
Develop leadership capacity throughout the team, not just in the designated leader.
- Adaptive Leadership As A Caregiver
Resist taking ownership of problems that belong to the people facing the adaptive challenge.
Give the work back without abandoning people
- Adaptive Leadership Practices
Adaptive leadership, developed by Ron Heifetz and Marty Linsky at Harvard, distinguishes between technical problems (solvable with existing expertise) and adaptive challenges (requiring people to change their values, beliefs, or habits). The core skill is resisting the pull to apply technical fixes to adaptive problems — and instead helping people do the hard work of change themselves.
- Adaptive Leadership With Friends
Adaptive leadership, developed by Ron Heifetz and Marty Linsky at Harvard, distinguishes between technical problems (solvable with existing expertise) and adaptive challenges (requiring people to change their values, beliefs, or habits). The core skill is resisting the pull to apply technical fixes to adaptive problems — and instead helping people do the hard work of change themselves.
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