Coaching practices for Self Determination Theory Made Usable with My Team

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Self Determination Theory Made Usable with My Team, these are the strongest matches in the current practice library.

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

• Everything on my plate is something I "have to" do for someone else, and approaching it that way I feel coerced and flat
• The more I order myself around
• 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
• I chase everything completely alone, telling no one and treating asking for support as weakness
• I’m putting in the hours but I never feel like I’m actually getting anywhere

Practices that may help

1. Self-Determination Theory, Made Usable
   Self-Determination Theory (Deci & Ryan) holds that durable motivation depends on three basic psychological needs being met: autonomy (acting from your own values), competence (feeling effective), and relatedness (feeling connected). Meet the needs and motivation becomes self-sustaining; thwart them and even rewarded behavior decays. The core claims are among the best-supported in motivation science.
2. Locate the autonomous "why"
   Reframe a task until you are doing it from your own values, not external pressure.
   Self-Determination Theory, Made Usable
3. Use autonomy-supportive self-talk
   Coach yourself with choice and rationale, not "shoulds" and self-pressure.
   Self-Determination Theory, Made Usable
4. 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
5. Meet the relatedness need
   Connect the work to people — support, shared purpose, or being seen.
   Self-Determination Theory, Made Usable
6. Build competence with optimal challenge
   Set tasks just beyond current ability so progress is felt, not assumed.
   Self-Determination Theory, Made Usable
7. Align around collective results, not individual status
   Teams fail when members prioritize their own visibility or department’s success over the shared goal.
   The Five Dysfunctions of a Team, Made Practical
8. Articulate a compelling vision of why the work matters
   Connect the team’s daily work to a meaningful purpose they can believe in.
   Transformational Leadership, Made Practical
9. Internalize goals you did not choose
   Move externally set goals along the spectrum from "have to" toward "value".
   Self-Determination Theory, Made Usable
10. Clarify what people can decide without asking
    Define the fence: what decisions can anyone on the team make without checking in?
    Delegation Levels, Made Practical

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