Leading the Capable but Cautious Performer

Cathie Leimbach • April 11, 2023

Let’s further explore Blanchard’s Situational Leadership II™ model. This article discusses the most effective leadership practices for Capable but Cautious Performers, employees who are in the third quadrant of developing competence and commitment for a new job or task. At this point they are highly competent in doing the work, but since they have been getting so much corrective feedback they aren’t confident about their ability so their commitment to working independently is still low. 

Learners in the third quadrant have the skills to do the task to at least 80% of ideal performance. Ongoing experience will increase their speed and consistency as well as give them opportunities to learn the finer points of the work. Since their core skills for the task are high, they need just a little task direction. However, because their confidence has been shaken, their commitment is low. Now, the leader’s main role is to build their confidence so they will believe in themselves and be committed to doing the job. This requires a lot of specific praise and employee empowerment.

Effective third quadrant leaders check-in and observe their employees frequently and regularly. They are accessible to their employees almost daily so the Capable but Cautious Performers can get confirmation they are on the right track. These learners need assurance that they are finally ‘getting it right’ before they will be confident moving forward without their leader’s approval.

Throughout the first two stages of skill development, the leader has focused on showing and telling the employee what is expected of them and how to do the job well. The employee is now in the habit of relying on their leader’s expertise and input. Now that the leader is satisfied they have the core skills required for doing the job well, the leader must prove they believe in the learner’s ability to do the task independently. This requires the leader to stop providing task direction.

In the third quadrant, the leader’s role is to help the learner develop the skills and confidence to make day-to-day decisions themselves. When the learner comes with a question, the leader responds with a question such as, “What do you think might work?”, or “What approach do you think might be best?” Help the learner think through their suggestion by asking a few follow-up questions. 

  • “What will be the likely outcome of that approach?”  
  • “What problems could result?” 
  • “How could you overcome that problem?”
  • “What is the outcome you are working towards today?” 
  • “How well will this approach serve the required outcome?”  

By being able to answer these questions, the learner realizes they really do know a lot about this task now. Their confidence and commitment increase. 

If the employee’s suggestion won’t achieve a reasonable result, and they haven’t been able to come up with an alternative in response to your questions, it is important for the leader to give them further direction. Provide information they are missing or retrain them in their weak area.

And, now comes the tough part for most leaders who are task experts! If the original suggestion will achieve the results you are expecting, or if in response to your open-ended questions they have adjusted their approach so they now have a suitable plan, send them off to implement their plan! Ask them to let you know how it goes. DO NOT fall into the ‘and if you just add this tweak you will get even better results’ trap!!  It is tempting for task experts, which the leaders likely are, to think that since the employee has mastered the basics it is time to introduce them to the finer points. Yet, this is a classic wrong tactic for a Capable but Cautious Performer. If they are truly in the third quadrant of developing their capacity for this task, they are capable of meeting basic expectations. Their next development step is not to become a stronger performer who relies on your availability every day. Their task skills are strong enough that you would like to be relieved of your task training role to focus on other things.

So, DO NOT continue giving them task direction, proving to them that they still don’t know enough to get the job done correctly  without your daily input. Instead, indicate that you think their plan could meet current expectations. Build their confidence that their ideas are enough! Support their thinking which shows them they can be trusted. This is what increases their commitment to doing the task independently, so they don’t need as much of your time.

It is essential that leaders of Capable but Cautious Performers focus on developing the employee’s confidence and commitment by asking questions to help them suggest their next steps, evaluate the impact of their ideas, propose ways to close the gaps, and empower them to implement their ideas.  Only give them directions on how to do the task if your guiding questions don’t spur a suitable response from them. Effective supervisors of Capable but Cautious Performers provide a little task direction and lots of relationship and trust support!

How Managers Drive 70% of Performance

By Cathie Leimbach • February 17, 2026
Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers. Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies. Managers either multiply energy or drain it. Clear, supportive managers raise performance. Avoiding, inconsistent managers quietly lower it. The good news? Small habits make a big difference: Clarifying expectations Giving timely feedback Addressing issues early Reinforcing priorities These moments add up. Instead of telling managers to “motivate people,” try asking: Where might expectations be unclear? Where is inconsistency allowed? What conversation is being avoided? When managers improve just a little, results improve a lot. 👉 Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.

Why Engagement Isn’t About Perks

By Cathie Leimbach • February 10, 2026
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.