Coaching practices for The Power of Full Engagement in a New Job
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For The Power of Full Engagement 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’ve got a new hire starting and the lazy move is to just hand them whatever’s piled up in the backlog
- I’ve gotten ruthlessly efficient at all of it and I’m emptier than ever
- My work oscillates between mind-numbing boredom when it’s too easy and a jittery anxiety when it’s over my head, and I almost never land in that absorbed zone where time disappears
- I keep hiring for the most impressive resume and then watching them work purely transactionally, and I want to start screening for whether someone actually believes in what we’re doing
- I already know what I’m good at, but I only ever use those strengths in the same few familiar places
Practices that may help
- The Power of Full Engagement, Made Practical
Loehr and Schwartz argue that performance depends on managing energy, not time: you have physical, emotional, mental, and spiritual energy, and the key is oscillating between full engagement and real recovery rather than pushing linearly. The four-dimensions model is a practitioner framework, but its building blocks — recovery, breaks, sleep, exercise, and meaning — each have their own real support. - 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) - Connect to purpose (spiritual energy)
Anchor effort to values and meaning, the deepest and most renewable source of drive.
The Power of Full Engagement, Made Practical - Design your work environment for flow (engagement pillar)
Structure your tasks so challenge slightly exceeds skill — the sweet spot for deep engagement.
Seligman’s PERMA Model, Made Practical - Hire people who share the Why, not just the skills
Skills can be learned; shared belief cannot — filtering for Why-alignment at hiring is the highest-leverage culture move.
Start With Why: Leading Through Purpose - Use a signature strength in a new way each day for one week
Apply one of your top character strengths to a context or relationship where you don’t normally use it.
VIA Character Strengths, Made Practical - Manage emotional energy
Cultivate positive emotional states deliberately, since they fuel performance and connection.
The Power of Full Engagement, Made Practical - Oscillate deliberately between full engagement and full recovery
Treat disengagement between performances as a skill to develop, not an indulgence to manage.
The Ideal Performance State, Made Practical - Develop interest, don’t just wait to find it
Deepen passion through engagement over time rather than expecting instant fit.
Grit: Passion and Perseverance, Honestly Assessed - 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 Power Of Full Engagement When Starting Out
Loehr and Schwartz argue that performance depends on managing energy, not time: you have physical, emotional, mental, and spiritual energy, and the key is oscillating between full engagement and real recovery rather than pushing linearly. The four-dimensions model is a practitioner framework, but its building blocks — recovery, breaks, sleep, exercise, and meaning — each have their own real support.
- Full Engagement Framework
Loehr and Schwartz argue that performance depends on managing energy, not time: you have physical, emotional, mental, and spiritual energy, and the key is oscillating between full engagement and real recovery rather than pushing linearly. The four-dimensions model is a practitioner framework, but its building blocks — recovery, breaks, sleep, exercise, and meaning — each have their own real support.
- Power Of Full Engagement
Loehr and Schwartz argue that performance depends on managing energy, not time: you have physical, emotional, mental, and spiritual energy, and the key is oscillating between full engagement and real recovery rather than pushing linearly. The four-dimensions model is a practitioner framework, but its building blocks — recovery, breaks, sleep, exercise, and meaning — each have their own real support.
- The Power Of Full Engagement At Work
Loehr and Schwartz argue that performance depends on managing energy, not time: you have physical, emotional, mental, and spiritual energy, and the key is oscillating between full engagement and real recovery rather than pushing linearly. The four-dimensions model is a practitioner framework, but its building blocks — recovery, breaks, sleep, exercise, and meaning — each have their own real support.
- The Power Of Full Engagement Summary
Loehr and Schwartz argue that performance depends on managing energy, not time: you have physical, emotional, mental, and spiritual energy, and the key is oscillating between full engagement and real recovery rather than pushing linearly. The four-dimensions model is a practitioner framework, but its building blocks — recovery, breaks, sleep, exercise, and meaning — each have their own real support.
- The Power Of Full Engagement When Burned Out
Loehr and Schwartz argue that performance depends on managing energy, not time: you have physical, emotional, mental, and spiritual energy, and the key is oscillating between full engagement and real recovery rather than pushing linearly. The four-dimensions model is a practitioner framework, but its building blocks — recovery, breaks, sleep, exercise, and meaning — each have their own real support.
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