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. 

Three Small Shifts That Change Everything

By Cathie Leimbach • March 24, 2026
You don’t need to make big changes in your leadership practices to get better results. Often, it’s small shifts in everyday leadership conversations that quietly change how work gets done. Here are three that work: 1. Make priorities clear Start meetings by stating current priorities. That creates focus right away and helps conversations stay on topic. 2. Ask instead of solve Instead of answering an employee’s questions, ask, “What are your suggestions?” Such questions encourage employee thinking and stronger follow-through. 3. Hold short monthly one-on-one check-ins Meeting with each employee one-on-one allows the regular review of goals, progress, and obstacles. These short conversations surface issues early and keep everyone aligned. These small habits keep teams steady and focused. Your challenge this month: Pick one shift and try it. Notice what changes in clarity, buy-in, or accountability. Sometimes the difference between teams that struggle and teams that move smoothly comes down to a few simple leadership conversations happening consistently. 👉 Join our 60-minute Leadership Conversation on March 30th at 3:00 PM to see how small shifts in everyday leadership conversations can quickly improve clarity, ownership, and results.

From Performance Problems to Possibilities

By Cathie Leimbach • March 17, 2026
Most leaders can list what’s wrong fast: missed deadlines, uneven effort, or teams that seem capable of more. The bigger shift happens when leaders stop asking, “What’s broken?” and start asking, “What’s possible if we lead differently?” Limits like time, budget, and pressure are common. The resulting overwhelm is reduced when leaders get clear about what really matters. Strong leaders respond to these limits by focusing on priorities, simplifying decisions, and actively guiding their teams. Often, the shift begins with better leadership conversations. The right conversations clarify expectations, surface issues early, and help people take ownership before small problems grow into bigger ones. When leaders create space for clear, honest dialogue, teams stop guessing and start moving forward. Performance improves when leaders: Get clear instead of assuming Address issues early through direct conversations Set priorities people can follow Notice and praise progress, don’t comment only on mistakes These small, steady choices create momentum. We often hear questions like: “How do we stop reacting?” “What if our team is capable but inconsistent?” “How do we improve without burning people out?” Those questions point to opportunities for growth. Don’t think of them as failure. 👉 Where might your team be guessing instead of knowing? Identify one gap—and use your next conversation to close it.