Coaching practices for 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 Keep Judging the Whole Person Instead of How Ready They Actually Are for the Specific Thing I'm Handing Them
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For 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 Keep Judging the Whole Person Instead of How Ready They Actually Are for the Specific Thing I'm Handing Them, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- 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 look around at the people I’ve hired and they all think exactly like me
- I’ve basically written my team off as weak
- Left to my own judgment I either think I’m better than I am or get scared off the very things that would help most
- I pour most of my effort into shoring up the things I’m bad at and it crawls
Practices that may help
- 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 - Build a team whose combined strengths cover all four domains
Hire and assemble deliberately for domain coverage, not for people who think like you.
Strengths-Based Leadership, Made Practical - 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 - Use a challenge-calibration partner or coach
Have a more skilled observer set the challenge level — your own assessment is biased.
Growth-Edge Training: Practicing at the Edge of Your Ability - Invest more development effort in your strengths than in your weaknesses
Move from average to excellent in your strength areas rather than from poor to average in your weak ones.
Strengths-Based Leadership, Made Practical - Match the delegation level to the person’s current competence and confidence
Over-delegate to someone who isn’t ready and they fail; under-delegate and they stagnate.
Delegation Levels, Made Practical - 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) - Use delegation as a development tool
Assign Q3 tasks to team members who are ready to stretch — and treat the learning curve as the point.
The Eisenhower Matrix and Delegation - Use constraint-based drills to isolate one component
Remove degrees of freedom so attention concentrates on a single weak sub-skill.
Growth-Edge Training: Practicing at the Edge of Your Ability - Match the task to the person
Delegate based on the fit between the task’s demands and the person’s skill, growth needs, and capacity.
Effective Delegation, Made Practical
Related concerns
- When Extreme Ownership No Bad Teams
The same people perform differently under different leadership — so start with the leadership.
There are no bad teams, only bad leaders
- Developing Your Team
Assign Q3 tasks to team members who are ready to stretch — and treat the learning curve as the point.
Use delegation as a development tool
- Strengths Based Leadership On A Budget
Strengths-based leadership, developed by Tom Rath and Barry Conchie building on Gallup’s decades of manager research, holds that the most effective leaders invest in their own strengths and build teams whose combined strengths cover all four leadership domains — executing, influencing, relationship building, and strategic thinking. Gallup’s correlational research consistently finds that strength-focused teams report higher engagement and performance, though the causal direction is not fully established.
- Team Strengths Gaps
Hire and assemble deliberately for domain coverage, not for people who think like you.
Build a team whose combined strengths cover all four domains
- When Strengths Based Leadership Build A Complementary Team
Hire and assemble deliberately for domain coverage, not for people who think like you.
- Building Team Capability
Hire and assemble deliberately for domain coverage, not for people who think like you.
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