Coaching practices for Situational Leadership in a New Job

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

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

• I just took over a brand-new team and everyone’s being polite and looking to me for everything
• 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
• I’ve got a new hire starting and the lazy move is to just hand them whatever’s piled up in the backlog
• I’m about to join a whole new group of people who have no idea who I’ve been

Practices that may help

1. Situational Leadership, Made Practical
   Situational Leadership, developed by Paul Hersey and Ken Blanchard, says the right leadership style depends on the follower’s readiness for a given task: match how much you direct versus support to where the person actually is. It is enormously popular in corporate training, but its empirical support is genuinely weak — treat it as a useful thinking tool, not a validated law.
2. 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
3. Coaching — high direction and high support for the disillusioned learner
   When early enthusiasm dips but skill is still forming, combine clear guidance with active encouragement.
   Situational Leadership, Made Practical
4. Forming: provide clarity before connection
   In the first stage, a new team needs structure and purpose more than it needs team-building.
   Tuckman’s Stages of Team Development
5. 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
6. Build the flexibility to switch styles
   The skill the model actually demands is style range — most leaders overuse one default.
   Situational Leadership, Made Practical
7. 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
8. Delegating — hand over both direction and decision
   With a skilled, committed performer, give the goal and the authority, then get out of the way.
   Situational Leadership, Made Practical
9. Use genius mapping in onboarding
   Surface a new hire’s geniuses early so you design their role around energy, not just skills.
   The 6 Types of Working Genius (Patrick Lencioni)
10. Use social transitions to change the norms around your behavior
    When your social group changes, use the transition to adopt the behavioral norms of the new group rather than carrying old ones.
    The Habit Discontinuity Effect

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