Developing Team Members

Cathie Leimbach • July 5, 2022

An owner of an employee placement agency once told me that the most difficult businesses for him to work with were small family businesses with 1 or 2 employees.  Every day the owner/manager worked along side employees.  When one task was completed they told employees what to do next and how to do it.  The employees simply did as they were told week after week.


And then, when the owners' families went on vacation, employees were left alone to staff the ship without daily instructions.    Inevitably, when the owners came back to work they were disappointed with how many tasks weren't done in the preferred way and how many poor or mediocre decisions the employees had made.  The owners of these small businesses made all the big and small decisions every day they were at work, yet, in their absence, expected employees to make the same quality of decisions they would have made.


This absence of employee development is not limited to family operated businesses.  It is the way many supervisors in several departments of most companies lead - or fail to lead.  They tell new employees something about what is expected on the job.  Some leaders share a little while others provide a mentor for the first week, month, or quarter.  And then, once the employee 'should' be able to handle their work independently, they leave them alone to get their work done.  And when errors are discovered by the supervisor, the employee is again told what to do and left alone to implement improved practices.


However, employees don't become competent and confident from being told and then left alone.  It is much more effective when supervisors ask employees how they suggest today's tasks should be done.  Leaders help employees think when they let employees work independently and then check in every hour or two to answer questions or redirect and retrain.


How well do you support your employees to gradually learn to think on their own?  How often do you check in with new hires to be available to help them increase their work quality?  How could you enhance your employee leadership practices?   

The Workplace Has Changed. Has Your Leadership?

By Cathie Leimbach • July 21, 2026
There was a time when many employees expected to spend most of their careers with one organization. Job security, pensions, and long-term loyalty often kept people in the same company for decades. Today's workforce thinks differently. Millennials and Gen Z expect to build careers—not necessarily with one employer. If they don't see opportunities to learn, grow, contribute, and advance, they'll find them somewhere else. Research consistently shows that younger employees are looking for more than a paycheck. They want managers they trust, meaningful work, opportunities to develop, flexibility when possible, and a workplace where they feel respected, supported, and heard. Gallup reports that 87% of Millennials say professional development is important to their job satisfaction. Combined with growing expectations for work-life balance and a positive workplace culture, it's no surprise that organizations relying primarily on compensation to retain employees continue to struggle with turnover. The encouraging news is that leaders influence most of what keeps people engaged.  Managers who hold meaningful conversations, clarify expectations, recognize contributions, coach for growth, and genuinely care about their employees create workplaces where people want to stay. They build trust, strengthen engagement, and help employees grow, succeed, and see a future with the organization. Today's retention isn't driven by job security or loyalty alone. It's driven by a workplace experience where employees are growing, supported by leaders they trust, and confident their contributions matter. Download our Retention Conversation Guide to discover practical ways to strengthen trust, engagement, and retention—one leadership conversation at a time. Conversation is where leadership happens.

Feedback Isn't a Download. It's a Dialogue.

By Cathie Leimbach • July 14, 2026
Most leaders know they should give feedback. Yet many avoid it. Not because they don't care, but because they worry they'll discourage someone, create conflict, or say the wrong thing. Unfortunately, when feedback is delayed, vague, or avoided, employees don't feel supported—they feel uncertain. Research highlighted in a recent McKinsey Quarterly article found that employees who receive regular, specific feedback are significantly more engaged than those who don't. The problem isn't that employees dislike feedback. They dislike feedback that feels judgmental, unclear, or disconnected from their growth. The strongest leaders understand something important: Feedback isn't a download. It's a dialogue. When leaders approach feedback as an employee development conversation rather than a list of mistakes, people become more open to hearing hard truths and more motivated to improve. Effective feedback communicates two powerful messages at the same time: I respect you. I believe you can grow. That combination changes everything. The best leaders don't simply evaluate past performance; they help employees see future potential. Rather than focusing only on what went wrong, they provide feedforward —guidance on what someone can do to become even more successful. High-performing organizations understand a simple truth: Improvement requires input. The question for leaders isn't whether to give feedback. It's whether our feedback leaves people feeling smaller—or stronger. Feedback doesn't change people. Better conversations do. Download our one-page guide: 5 Practices That Turn Feedback Into Growth Learn five practical ways to make every feedback conversation more productive, more encouraging, and more likely to inspire lasting growth. Conversation is where leadership happens