Leaders Who Help People Thrive

Cathie Leimbach • July 28, 2026

From uncertainty to confident, supportive leadership conversations 

Most people leaders want their employees to succeed. But knowing the work and knowing how to lead people are two different skills. 


New—and even experienced—supervisors may be unsure what to say when an employee is struggling, how much help to provide, when to step back, or how to address a problem without harming the relationship. 


Great people leadership can be learned. 


Agon Leadership helps supervisors and managers build the skills and confidence to have supportive, productive conversations in both everyday and tough workplace situations. 


1. Build Strong Conversation Skills 


The foundation of Conversational Management™ is a simple set of skills leaders can use every day: 

  • Ask open-ended questions to learn before assuming. 
  • Listen carefully to understand the employee’s ideas, needs, and concerns. 
  • Close the conversation by reviewing decisions, action steps, responsibilities, and next steps. 

 

These skills turn one-way instructions into two-way conversations that build trust, clarity, and commitment. 

 

2. Put Conversation Skills to Work 


Knowing how to have a good conversation is only the beginning. Leaders also need to know how to use those skills in common—and sometimes difficult—situations. 


Conversational Management™ helps leaders use collaborative conversations when assigning work, setting goals, holding people accountable, providing kind corrective feedback, and helping employees make good decisions. 


Instead of always telling employees what to do, leaders learn when to ask, listen, guide, coach, support, and provide clear direction. 


3. Give Each Employee the Support They Need 


Employees don't always need the same type of help. 


Situational Leadership® II (SLII®) helps leaders assess an employee's competence and commitment for a specific task and adjust their leadership approach to match. 


Does the employee need more knowledge, training, practice, or direction to build competence? Or do they know how to do the work but need more confidence, encouragement, involvement, or support? 


Strong leaders learn to recognize the difference—and respond to the real need. 


From Knowing the Work to Knowing How to Lead 


Agon Leadership’s interactive programs go beyond sharing leadership ideas. Participants practice the conversations they need at work, receive feedback, and build skills they can use right away. Follow-up support helps turn new skills into everyday leadership habits. 


The result? People leaders who are more confident in what to say and do—and employees who receive the support they need to grow, contribute, and thrive. 


Download Leaders Who Help People Thrive and start having the conversations that bring out the best in your people. 


Conversation is where leadership happens.


The Deadline Only You Knew About

By Cathie Leimbach • October 20, 2026
"When you get a chance." Kelly meant Wednesday. Alex heard next week. The report needed fixing. Alex had said he'd take care of it. So, when she opened the file before Thursday's meeting, she expected to see the changes. They weren't there. "I thought you meant next week," Alex said. "And I wasn't sure which sections you wanted changed." Kelly was frustrated. This wasn't the first time something had slipped. But as she replayed their conversation, she remembered what she'd actually said: "Can you tidy this up when you get a chance?" She had a deadline in mind. She knew exactly what needed changing. She hadn't told Alex either one. The Symptom Missed deadlines. Quiet resentment. The thought, "This isn't the first time." It's hard to hold someone accountable for an expectation that was never stated. Too often, when a leader’s expectation isn’t met, they think, "my team members just don't follow through" or "I shouldn't have to chase people." Yet, the problem is often that the leader didn’t communicate clearly. Requests like "Keep me updated," "Make this a priority", and "Be more proactive" may feel clear in your mind when you say it. But others may leave the conversation with a very different picture in their mind. Then, leaders are frustrated when the result doesn't match their intention. The Tip Healthy accountability starts with a shared understanding of what needs to happen. It continues when you follow up on what was agreed to. Before you finish your next conversation about a task, make sure you've settled four things: What needs doing What the desired result includes Who will do it When it is to be done by After you have clearly stated your expectations, ask the other person to state the specifics of the assignment. Give them an opportunity to raise questions or discuss competing demands. Kelly could have said: "Alex, please update the sales figures and add a short summary of what's changed since last month. I need it by Wednesday, October 28, at 3:00 pm so I can review it before Thursday's meeting. To be sure I explained the task well enough, please state what I asked you to do.” “What challenges might get in the way?" Then agree on what happens if a problem comes up: "If that timing looks too tight, let me know by Tuesday so we can work out the next step." Now there's a commitment you can both refer to. If Wednesday comes and the report isn't ready, Kelly can address it directly: "We agreed it would be ready by 3:00 today, and I haven't received it. What happened?" Clarity won't prevent every missed deadline. But it increases the chances that everyone is on the same page – and that your expectations will be met. When leaders make expectations clear and are open to employee questions and concerns, accountability becomes part of how the team works. Quality results become the norm. Conversation is Where Leadership Happens™ Do you wonder how to make your expectations clearer or how to avoid frustration when holding others accountable? Join Us on November 16  Join our Workplace Conversations Clinic on November 16 to practice setting clear expectations and following up when things slip. You could also have a chance to practice difficult conversations within your team. Reserve your place → HERE

They Can't Read Your Mind. Tell Them You Appreciate Them.

By Cathie Leimbach • October 13, 2026
"I thought you knew I appreciated your work." Kate hadn't planned to say those words in a one-to-one. But when a team member told her, "I'm never quite sure whether you think I'm doing a good job," she was caught off guard. He was someone she relied on. He helped new colleagues settle in, handled difficult customers calmly, and often spotted problems before they got bigger. Of course she valued him. Then she tried to remember the last time she'd told him, and what she'd actually said. There was a quick "Thanks, everyone" at the end of a meeting. A "Great work" in a team email. But she couldn't recall ever telling him what she had noticed about his contribution. Kate had been worried about rising absences and a team that seemed less involved. Praise wouldn't explain or fix every issue. Still, this conversation raised a question she hadn't considered: how many people on her team were feeling their efforts weren’t noticed or appreciated? It's easy to assume people know we appreciate them, especially the ones who quietly get on with the job. We turn our attention to whatever needs fixing, and we don’t acknowledge the people who are doing good work. Meanwhile, people who never receive thanks start to wonder if they are noticed, pull back, stop offering their ideas, and start job hunting elsewhere. Try this week: Look for one contribution each person on your team is making . Tell them what you notice about their work and why it matters. Instead of simply saying, "Good job," try: "Thanks for staying ten minutes past shift change to walk Jamie through the new changeover on Line 3. She now knows exactly what to do instead of guessing." Three elements of meaningful praise are: Be specific. Name what they did and the effect it had. Keep it natural and proportionate. A quiet word can mean a lot. Recognition doesn’t have to be in front of the whole team. Let it stand on its own. Don’t add a "but" or a new request right after the positive feedback. Sincere, specific praise helps people feel seen. It builds rapport because you're showing you notice how they contribute, not just whether the task got done. And people are more likely to speak up and share ideas when they feel heard and connected to the people they work with.  Conversation is Where Leadership Happens™ How often does your appreciation go unspoken? Join our Workplace Conversations Clinic on October 19, 3:00 to 3:30 PM, live on Zoom. You'll practice giving praise that feels natural and helps people feel valued. You'll also have the chance to practice other difficult workplace conversations, from raising concerns to working through disagreements. Reserve your place here!