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.

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.

The Culture Problem Most Leaders Don’t See—Until It Shows Up in Results

By Cathie Leimbach • April 28, 2026
Most CEOs don’t wake up worrying about culture. They’re focused on growth, margins, execution. But culture quietly determines all three. Because when people feel disconnected, something subtle happens: Execution slows Ownership drops Problems surface later—and cost more Nearly a third of employees describe their workplace as isolated or impersonal. That’s not just a morale issue. That’s an execution risk . And employees don’t “love” a company because of perks. They stay committed when they feel valued. When that’s missing: Effort becomes transactional Communication becomes minimal Discretionary effort disappears The data is clear—when employees feel valued: Attendance improves Conflict decreases Productivity rises This is where many organizations misfire. They try to fix culture with initiatives. But culture is shaped in daily leadership interactions —not programs. And most leaders haven’t been trained to have regular meaningful conversations. They have been promoted to people leadership positions yet not prepared for their new roles. When untrained leaders don’t get topnotch results, it’s not due to a gap in effort or potential. It’s due to a current gap in ability. What can you do about it? Where might your workplace culture be quietly affecting execution—even if performance still “looks okay”? 👉 Join our next 45-minute Leadership Conversation— Workforce Challenges . We’ll explore how culture impacts performance—and what leaders can actually do about it.