Coaching practices for What Makes Great Leaders
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For What Makes Great Leaders, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I keep catching myself making calls based on how they’ll make me look rather than what’s actually best for the thing I’m building
- My team only performs when I’m watching, and I keep bolting on more rules to control it, which just makes everything rigid
- What I love is taking a vague idea and grinding it into something done and shipped
- I keep nailing down the exact plan before I’ve sorted out who’s actually in the boat with me, and then the plan shifts and the wrong people can’t adapt
- Part of me wants to keep my best people in roles that serve me and to pick a successor who won’t outshine me
Practices that may help
- Level 5 Leadership: Humility and Will in Great Leaders
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence. - Channel ambition to the institution, not yourself
Care more about the organization’s success than your personal legacy.
Level 5 Leadership: Humility and Will in Great Leaders - Build a culture of discipline, not a disciplinarian culture
Hire self-disciplined people, then give them freedom within a clear framework.
Level 5 Leadership: Humility and Will in Great Leaders - Lead from the executing domain — deliver on goals consistently
People strong in executing know how to take an idea and make it happen.
Strengths-Based Leadership, Made Practical - Get the right people on the bus before setting direction
Prioritize who is doing the work before deciding what to do.
Level 5 Leadership: Humility and Will in Great Leaders - Develop successors who will surpass you
Invest in your successor’s success as a deliberate act of institutional ambition.
Level 5 Leadership: Humility and Will in Great Leaders - Lead from the relationship building domain — hold the team together
People strong in relationship building are the glue that holds a team’s cohesion under pressure.
Strengths-Based Leadership, Made Practical - Model the values you expect (idealized influence)
Become a living example of the values you want your team to hold.
Transformational Leadership, Made Practical - Establish transactional reliability before adding transformational layers
Clear expectations, fair consequences, and reliable follow-through must come before vision and inspiration.
Transformational Leadership, Made Practical - Lead from the influencing domain — take charge, speak up, make sure others are heard
People strong in influencing sell the team’s ideas inside and outside the organization.
Strengths-Based Leadership, Made Practical
Related concerns
- Good To Great Leadership
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders At Work
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Level 5 Leadership Humility And Will In Great Leaders With Friends
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
- Cadence Leadership
Align daily, weekly, monthly, quarterly, and annual meetings into a coherent cadence that replaces ad-hoc communication.
Establish a full meeting rhythm from daily to annual
- Golden Circle Leadership
Care more about the organization’s success than your personal legacy.
Channel ambition to the institution, not yourself
- Level 5 Leadership
Jim Collins’ Good to Great research found that the leaders who took companies from good to great shared a paradoxical combination of fierce personal will and deep personal humility — what Collins calls Level 5 Leadership. They channeled ambition into the institution, not themselves, and set up successors for greatness rather than engineering dependence.
Describe your situation in your own words to search the complete practice library.