Coaching practices for Power of Yet
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Power of Yet, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- When I walk into a room with people who outrank me I seem to shrink
- I catch myself thinking “I’ve used up my willpower for today” and treating it as fact
- I say "this is yours" but the moment it starts wobbling I swoop in and take it back, and I’m realizing that hovering and rescuing tells people they were never really trusted to own it
- I was certain a thing like this would completely break me, and somehow I’m still standing
- I muscle through everything by sheer force of will
Practices that may help
- Convey power
Signal that you have the ability to affect the world — competence, status, or capability.
The Charisma Myth, Made Practical - Examine your belief about whether willpower is limited
Believing willpower is unlimited appears to reduce depletion effects — the mindset may matter as much as the physiology.
Self-Regulation Failure and Ego Depletion - Invest in people’s ownership: give stakes and stay back
Multipliers give full ownership and hold people responsible; Diminishers over-resource and under-trust.
Multipliers: How Leaders Amplify the Intelligence Around Them - Multipliers: How Leaders Amplify the Intelligence Around Them
Liz Wiseman’s research found that the best leaders — Multipliers — extract far more capability from their people than average leaders do, not by being smarter, but by creating conditions where others’ intelligence can fully operate. Diminishers, the opposite, may be brilliant and well-intentioned but systematically suppress the thinking around them. The research is interview-based across multiple organizations — observational, not experimental — but the mechanisms align with well-established research on autonomy, self-efficacy, and psychological safety. - Domain 3 — Personal strength
Surviving what you thought you couldn’t can leave a durable sense of "I am stronger than I knew."
Post-Traumatic Growth, Made Practical - Wu wei — effortless, non-forced action
Act in alignment with the natural flow of a situation rather than forcing your will onto it.
The Tao Te Ching, Made Practical - Let me (reclaim your own response)
After releasing what you can’t control, deliberately choose what you will do with what you can.
The Let Them Theory, Made Practical - Add "yet" to "I can’t"
Reframe "I can’t do this" as "I can’t do this yet" to keep the door to improvement open.
Growth Mindset: The Honest Version - Become a talent magnet: attract and deploy people at their best
Multipliers find what people do naturally well and put them in conditions where that genius is essential.
Multipliers: How Leaders Amplify the Intelligence Around Them - Sort what is up to you
Epictetus’ first and central move: divide everything into what is in your power and what is not.
The Enchiridion, as a Handbook
Related concerns
- Am I A Maximizer
Learn the signals that you’re maximizing a decision that doesn’t deserve it.
Spot your maximizer tells
- Amplifying Intelligence Leadership
Liz Wiseman’s research found that the best leaders — Multipliers — extract far more capability from their people than average leaders do, not by being smarter, but by creating conditions where others’ intelligence can fully operate. Diminishers, the opposite, may be brilliant and well-intentioned but systematically suppress the thinking around them. The research is interview-based across multiple organizations — observational, not experimental — but the mechanisms align with well-established research on autonomy, self-efficacy, and psychological safety.
- Debate Maker Leadership Multipliers
Multipliers use real debate to engage the team’s best thinking before deciding; Diminishers use meetings to announce.
Make decisions through debate, not declaration
- How To Be A Multiplier Leader
Liz Wiseman’s research found that the best leaders — Multipliers — extract far more capability from their people than average leaders do, not by being smarter, but by creating conditions where others’ intelligence can fully operate. Diminishers, the opposite, may be brilliant and well-intentioned but systematically suppress the thinking around them. The research is interview-based across multiple organizations — observational, not experimental — but the mechanisms align with well-established research on autonomy, self-efficacy, and psychological safety.
- Investor Leadership Multipliers
Multipliers give full ownership and hold people responsible; Diminishers over-resource and under-trust.
Invest in people’s ownership: give stakes and stay back
- Multiplier Vs Diminisher Leader
Liz Wiseman’s research found that the best leaders — Multipliers — extract far more capability from their people than average leaders do, not by being smarter, but by creating conditions where others’ intelligence can fully operate. Diminishers, the opposite, may be brilliant and well-intentioned but systematically suppress the thinking around them. The research is interview-based across multiple organizations — observational, not experimental — but the mechanisms align with well-established research on autonomy, self-efficacy, and psychological safety.
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