Supporting Employees for Excellence

Cathie Leimbach • March 7, 2023

There is a lot of concern today about the state of the workplace. Most of the conversation I hear focuses on employee shortfalls such as limited skills and effort, turnover, low morale, and mediocre productivity. Yet, studies show that employees only control 30% of the factors that impact workplace engagement and, therefore, the bottom line. Let’s talk about the people leaders who control the other 70% of factors that impact workplace engagement which in turn impacts most current concerns about the workforce.

Workplace excellence requires employees to have strong competence in the work they are doing and high commitment to the organization, its leadership, and their job.  Leaders can make or break the employees’ commitment and have a responsibility for placing employees in roles that match their competence or providing training to develop the necessary skills. 

Only about 10% of people leaders give adequate attention to developing and maintaining employee commitment. Stephen M.R. Covey calls their style of leadership ‘trust and inspire’. They lead in a way that builds trust with and among employees and inspires employees to do their best.

Covey and Gallup call the other 90% ‘command and control’ leaders. They tell their employees what to do but seldom interact in a way that considers, engages, or empowers them.  They don’t get their employees best.

Trust and inspire leaders engender high commitment and provide support to develop high competence in their employees. By paying attention to both factors that impact employee success, their organizations have lower turnover, higher morale, and a stronger bottom line.

How can you move from any command and control tendencies you may have to become a strong trust and inspire leadership?  Conversational Management training equips leaders with the mindset and the skills to develop a trust and inspire leadership culture.  You can learn about this transformational program by contacting Cathie Leimbach 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.