Managing at Work is Like Teaching School

Cathie Leimbach • April 25, 2023

In a busy workplace, managers can be tempted to treat every employee the same despite the diversity of experiences, strengths, and preferences among human beings. The reasons might be not wanting to show favoritism, not making it a priority to get to know each person as an individual, or simply believing that the best management style is the best in all situations.

Let’s think back to our childhood experiences at school. Did everyone in our second-grade class read at the same level? Did all our high school classmates love English literature or struggle with geometry as much as we did?  Was it only the kids who didn’t do their homework or study for the test who got Bs, Cs, or Ds? When we got C on the first science test, what helped us get an A on our first quarter report card?

Sometimes, reading the textbook, completing assignments, and studying for tests made the difference. Other times, putting in the extra effort only raised our grade from a C- to a C. How discouraging! Often,  it was the teacher who made the difference. At the University of Guelph, the outstanding reputation of one first year chemistry professor led to his classroom always being full.  Rather than attending a different professor’s chemistry class as their official schedule directed, many students crowded around the open classroom door to hear the preferred professor explain chemistry in a way that made sense to teenagers. The Oberlin High School teacher who was recently awarded National Teacher of the Year captured the hearts of his students by talking one-on-one with those who seemed troubled, attending athletes’ games, and being available for extra help. His interest in the students’ success helped these young people with school and with life. Many flourished due to his emotional, academic, and life-relevant support.

Many students succeed because teachers took notice, offered time, and taught lessons in different ways to serve varied needs and learning styles. The most appreciated managers at work exhibit similar attitudes and behaviors. They invest in the success of their employees. They explain and re-explain. They train and retrain. They praise progress and achievement. They listen to employees’ workplace or life pains. They set expectations and patiently support individuals along the road to fulfilling expectations.  And sometimes, they point individuals towards a path that better suits them.

Effective leaders at home, at school, or at work recognize that people are unique individuals. They pay attention to human differences and modify their leadership strategy to appropriately guide each-and-every valuable human being to success. 

How skilled are you in meeting your team members where they are and supporting them along their success journey? What steps could you take to enhance your leadership practices? Conversational Management may be a right fit for you. Check it out by contacting me at cathie@agonleadership.com.

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

Performance Conversations: Clarity Is Kindness

By Cathie Leimbach • July 7, 2026
Most leaders want better performance. They want employees who take ownership, meet expectations, solve problems, and continue growing. Yet many leaders seldom initiate performance conversations – and when they do, it doesn’t go well. Leaders often hesitate because they fear discouraging people. Employees, meanwhile, don't know if they are missing the target. This can be costly. Research highlighted in McKinsey's Courageous Conversations article found that organizations with strong performance practices are four times more likely to outperform their peers. Yet fewer than one-third of employees believe performance reviews actually help them improve. The problem is not just a lack of performance conversations. It's a lack of clarity. The article points to a simple but powerful distinction: separate the hardware of performance from the software of performance. The hardware includes facts, goals, KPIs, commitments, timelines, and standards. The software includes tone, timing, relationships, empathy, and intent. When leaders clearly explain the facts while delivering them with care and respect, employees become more receptive to improvement. Strong leaders don't judge people—they diagnose work.  They focus on behaviors, actions, and results rather than character. They clarify expectations, provide coaching, and create frequent opportunities for alignment. In high-performing cultures, clarity isn't viewed as criticism. It is viewed as support. As the article notes, "Clarity is a kindness, and ambiguity is a burden." Employees deserve to know where they stand, what success looks like, and how to improve. When leaders provide that clarity with dignity and respect, performance conversations become growth conversations. And growth is where better results begin. Download the Performance Conversations: Hardware & Software Checklist for Leaders and learn how to have everyday performance discussions that include opportunities for growth, accountability, and stronger results.