Leading Self-Reliant Achievers

Cathie Leimbach • April 18, 2023

Let’s further explore Ken Blanchard’s Situational Leadership II™ model. This article discusses the most effective leadership practices for empowering Self-Reliant Achievers, employees who are in the fourth quadrant of developing competence and commitment for a new job or task. At this point employees are highly competent and highly committed to their new responsibilities.

Learners in the fourth quadrant have the skills to do their regular work well, the knowledge and confidence to overcome most variances and obstacles, and the commitment to doing quality work that serves the organization’s mission. Now, the leader’s main role is to delegate work, provide task-related support when the employee has a need, and maintain a supportive, appreciative relationship with the employee. Since these individuals have many employment options, when these individuals feel undervalued, it won’t take them long to find another job.  

Here are some of the ways highly effective leaders can support self-reliant achievers and avoid the negative impacts of high turnover.

  • Clearly communicate your expectations and goals for the project and give the self-reliant achiever the autonomy to make decisions and execute tasks in their own way.
  • Assign tasks that align with the self-reliant achiever's strengths and interests and provide resources or support when needed.
  • Set up regular check-ins to track progress and provide feedback but avoid micromanaging or hovering over their work.
  • Encourage the self-reliant achiever to take ownership of the project and feel a sense of pride in their accomplishments.
  • Recognize and reward their achievements and contributions, whether that be through praise, public recognition, or other incentives.

Although Self-Reliant Achievers can generally accomplish their work without their leader’s help, it is important that supervisors don’t abandon these valuable employees. They still need enough leadership support to know they are valued by the organization.

Connectional Intelligence: The Power Skill Behind Big Results

By Cathie Leimbach • December 9, 2025
In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes. Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures: Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious. Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding. Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving. Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals. Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters. Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.

Psychological Safety Isn’t About Smooth Sailing — It’s About Real Growth

By Cathie Leimbach • December 2, 2025
When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need. As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them. A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it. Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this: · You may hear difficult feedback, but it helps you grow. · You are encouraged to take risks, and supported when you slip. · You are stretched beyond your comfort zone, and guided along the way. When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance. To explore more of these ideas, visit R. Michael Anderson's website .