Coaching practices for The One Thing with My Team
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For The One Thing 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?
- Everyone on my team is quietly playing for their own scoreboard
- Every team here is busy chasing its own goals and the cross-cutting thing that actually matters keeps falling through the cracks
- My team keeps fighting over what to do first and it always gets personal, but underneath it I think we just quietly mean different things by "important"
- My team keeps dropping the ball at the same stage every single project
- I’ve basically written my team off as weak
Practices that may help
- 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 - Set one organization-wide priority per quarter
Identify the single most important thing the company must accomplish this quarter, and make it everyone’s top priority.
The Rockefeller Habits: Scaling Up with Rhythm and Focus - Define "important" explicitly as a team
Before sorting tasks, align on what "important" means — which goals, for whom, over what time horizon.
The Eisenhower Matrix for Teams - Map your team’s genius coverage
Check whether all six activities are covered by someone who finds them energizing.
The 6 Types of Working Genius (Patrick Lencioni) - There are no bad teams, only bad leaders
The same people perform differently under different leadership — so start with the leadership.
Extreme Ownership, Made Practical - Take extreme ownership
When the team fails, the leader looks first at what the leader did or failed to do.
Extreme Ownership, Made Practical - Cover and move (teamwork over silos)
Every team and department exists to support the others toward the same mission, not to win locally.
Extreme Ownership, Made Practical - Protect important-not-urgent work as a team commitment
Schedule Q2 work on a shared calendar so urgent tasks can’t claim it by default.
The Eisenhower Matrix for Teams - Spend real time on growth, not just tasks
Regularly leave the weeds and talk about career, skills, and where they’re headed.
Effective One-on-Ones, Made Practical - Performing: step back and protect the conditions
A Performing team needs air cover and resources, not direction.
Tuckman’s Stages of Team Development
Related concerns
- Stop Doing Your Teams Work
Periodically review what the team is doing that no longer serves any current goal.
Run a regular team elimination review
- Team Underperformance
Teams fail when members prioritize their own visibility or department’s success over the shared goal.
Align around collective results, not individual status
- Greasing The Groove With My Team
Greasing the groove (GTG) is a strength training method developed by Pavel Tsatsouline in which you perform a target movement frequently throughout the day at sub-maximal effort — typically 40-60% of maximum — without ever training to failure. The goal is neurological efficiency rather than hypertrophy: myelinating the motor pattern so the movement becomes more automatic and powerful. Evidence is mechanistically grounded in motor learning research; formal RCTs specifically testing GTG as a protocol are limited.
- How To End A Team Well
How a team ends shapes how each member begins the next one.
Adjourning: close the team with intention
- Team Alignment Practices
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
- Team Cohesion Leadership
Teams fail when members prioritize their own visibility or department’s success over the shared goal.
Describe your situation in your own words to search the complete practice library.