Opening the Lines of Communication

Cathie Leimbach • September 3, 2020

This is a subtitle for your new post

Effective communication is transparent two-way communication. However, since our society tends to value accomplishing tasks efficiently more than strengthening interpersonal relationships, it is common for leaders to frequently tell their staff what they want done and assume the message was heard, was understood, and will spur the desired action.


Staff often 'hear' and feel' that they will appear stupid if they ask questions and incompetent if they share the problems they are having doing the task. They don't feel it is safe for them to speak up with uninvited comments.


A more effective leadership strategy is to ask a staff member questions to clarify their understanding and help them overcome barriers to success. Managers could ask experienced employees what their priorities are for the day or the week. If their response is in line with expectations, there is no need for the manager to restate what the employee already knows. The employee now feels trusted by their manager.


If the manager then asks what support they need to meet their goals, the door is open for the staff member to share that they are having blue screen problems or their broken webcam prevents them from video conferencing with customers.


Because the manager took time to ask questions, the employee feels more valued, is more willing to be open and honest with their manager, and the manager is aware of productivity-limiting realities that need to be addressed. This improved communication will lead to a stronger bottom line.


Do you spend more time 'telling' your staff or listening to their responses to your open-ended questions? If you 'tell' a lot, what could you do to encourage more two-way conversation?

How Leadership Growth Drives Business Performance

By Cathie Leimbach • June 17, 2025
Herminia Ibarra’s research offers compelling insight into why leadership development should be viewed as a strategic priority. Her work shows that helping leaders grow isn’t just beneficial for individuals—it significantly improves how organizations operate and perform. Ibarra explores how leadership identity evolves over time. When managers step back from daily tasks and begin thinking and acting more strategically, it creates ripple effects across the organization. Teams become more engaged, decision-making improves, and execution becomes more effective. These shifts enhance productivity, innovation, and retention—key drivers of long-term success. Her research also highlights the value of building strong leadership pipelines. Companies that invest in leaders who are adaptable, self-aware, and skilled at big-picture thinking tend to be more agile and resilient. These organizations are better equipped to respond to change and seize new opportunities. By reframing leadership development as a strategic investment rather than a soft skill, Ibarra shows how it creates measurable improvements in performance across the organization. Growth in leadership capacity leads to smarter decisions, healthier cultures, and stronger overall results. 👉 For a deeper dive into the data, click here to view Insights from Herminia Ibarra’s Research on Leadership Development and its Measurable Impact.

Age and Gender Shape How Employees Want to Be Appreciated

By Cathie Leimbach • June 10, 2025
In today’s evolving workplace, one constant remains: employees want to feel valued. Interestingly, research comparing data from before and after COVID-19 shows that employees' preferred languages of appreciation have remained remarkably consistent over time. However, age and gender differences reveal important nuances leaders shouldn’t ignore. Gender differences are clear. Men more frequently chose Acts of Service as their preferred form of appreciation (26%), while women gravitated toward Words of Affirmation (46%). When asked about their least preferred language, women were more likely to rank Acts of Service at the bottom, while men showed a strong dislike for Tangible Gifts. Age also matters. Employees over 60 overwhelmingly preferred Words of Affirmation (48%), while the youngest generation (under 20) leaned toward Quality Time (33%). These trends suggest that life stage and workplace experience shape what appreciation feels most meaningful.  The takeaway? While core preferences haven't shifted dramatically post-COVID, effective leaders need to understand and respond to individual differences. Avoid blanket strategies and invest in knowing how each team member feels most valued. Personalized appreciation builds stronger teams—across every generation and gender. For further details, see Dr. Paul White’s article on gender differences in appreciation preference.
More Posts