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.

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.