Leading Disillusioned Learners

Cathie Leimbach • April 3, 2023

Let’s further explore Blanchard’s Situational Leadership II™ model. This article discusses the most effective leadership practices for Disillusioned Leaners, employees who are in the second quadrant of developing competence and commitment for a new job or task. At this point in their learning process, individuals can perform the basics of the task but are disappointed they haven’t mastered it.  They’ve been receiving praise for what they are doing well. But they are also getting corrective feedback daily.  They may wonder if they’re ever going to become competent.

Although improving, their skill level is still relatively low. They are achieving neither the quality nor quantity goals. Because of frequent corrective feedback, their commitment and confidence have fallen to a low level. Appropriate supervision in this quadrant includes daily positive and specific feedback along with patient coaching for continued skill development. 

As the leader continues to provide strong skill development support, they will be asking the employee to restate the expected results for this task and compare their results with expectations. They will praise successful performance and the progress the learner is making. A leader-coach asks the employee what they think is limiting their skill development and how they think the gap could be closed. The leader asks what help the staff person thinks they need and then provides the requested support. In the second quadrant, it is important for the leader to be actively engaged in the employee’s ongoing training, so their skills continue to improve, adding more value for the organization. When the supervisor praises good work, it encourages the employee to continue learning. And, when the leader listens and responds to the employee’s needs, the learner’s commitment is maintained. Leaders who fail to provide ongoing training and encouragement during this second stage of skill development are likely to have high staff turnover. Most people want to be successful at work, so if they don’t feel they are making adequate progress, they will move on to another opportunity. Let’s avoid ineffective leadership, the top cause of today’s resignations and quiet quitting. 

It is essential that leaders make it a priority to support employees for success by taking the time to develop their skills and commitment. This investment helps employees become high performers who feel valued, reducing turnover, improving morale, and strengthening the organization’s bottom line. 

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.