Coaching practices for Started New Job and Don't Like it
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Started New Job and Don't Like it, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- If I’m honest, I would never sign up for this job (or this routine, this arrangement) if it were put in front of me fresh today
- I’ve got a new hire starting and the lazy move is to just hand them whatever’s piled up in the backlog
- The second I sit at this desk to do it my whole body sort of recoils
- I’m at one of those clean-slate moments
- I’ve got a big move (or a new job) coming up in a couple of months, and I can feel it’s a rare chance to start fresh
Practices that may help
- Ask: “Would I choose this today if I were starting fresh?”
Evaluate your current situation as if you were encountering it for the first time, without sunk costs.
Status Quo Bias — Why We Stick with the Default - 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) - Modify the environment to reduce sensory aversion
The context in which you do a task is part of its aversiveness — change the container.
Task Aversion and Procrastination - 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 - Time nudges to coincide with natural transition points
People are most open to changing habits at life transitions — capitalize on fresh-start moments.
Nudge Theory, Made Practical - Identify and anticipate upcoming transition windows
Treat approaching life changes as scheduled opportunities for habit installation — plan before the transition, not after.
The Habit Discontinuity Effect - Use a life transition to break old environment-behavior links
Major context changes (a move, a new job) create a rare window where old habits are disrupted and new ones are easier to form.
Environment Design for Behavior Change - Install target behaviors in the new context from day one
Begin the desired habit in the new environment before the new context develops its own competing cues.
The Habit Discontinuity Effect - 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 - 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
Related concerns
- The One Thing In A New Job
In the first stage, a new team needs structure and purpose more than it needs team-building.
Forming: provide clarity before connection
- Atomic Habits In A New Job
James Clear’s system says behavior change is a system problem, not a willpower problem: make a desired habit obvious, attractive, easy, and satisfying — and do the reverse for bad ones. The most load-bearing ideas (implementation intentions, friction reduction, identity-based change) are well supported in the research literature.
- Nature And Movement In A New Job
Treat approaching life changes as scheduled opportunities for habit installation — plan before the transition, not after.
Identify and anticipate upcoming transition windows
- Started New Job But Want To Find A New One
Replace passive job board browsing with active research into specific organisations you want to understand.
Build and work a target list of roles and organisations
- Hara Hachi Bu In A New Job
Hara hachi bu is the Okinawan practice of eating until you are about 80% full rather than stuffed — a cultural rule of mindful moderation, not a clinical protocol. The evidence is observational and cultural: it is one habit associated with longevity in the Okinawan "Blue Zone", which makes it suggestive rather than proven cause and effect.
- Leading New Employees
Surface a new hire’s geniuses early so you design their role around energy, not just skills.
Use genius mapping in onboarding
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