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.

Why Your Company's Success Depends on This One Thing (Hint: It's Not What You Think)

By Cathie Leimbach • August 19, 2025
What separates thriving companies from struggling ones? 🤔 Professor Lynda Gratton from London Business School spent decades studying this exact question. Her findings will change how you think about leadership. Here's what she discovered:  Organizations that invest in developing collaborative leaders consistently outperform their competitors. Not by a little—by a lot. Through her groundbreaking study of 21 global companies and 200+ executives, Gratton identified the three game-changing elements: ✅ Cooperative culture - Moving from "me vs. you" to "we together" ✅ Rich networks - Breaking down silos so ideas flow freely ✅ Shared purpose - Giving work meaning beyond the paycheck The results speak for themselves: → Better innovation → Higher employee engagement → Stronger financial performance Companies that train managers to be collaborative leaders (not just bosses) create environments where teams actually want to work together. My takeaway? Leadership development isn't a "nice to have"—it's your competitive advantage. When leaders learn to cooperate and inspire others, entire organizations transform. What's your experience with collaborative leadership? Have you seen this play out in your organization? Want to dive deeper? View Three Pillars of Success which breaks down how to produce measurable results in innovation, efficiency, and engagement.

Inspiring Positivity Through Trust

By Cathie Leimbach • August 12, 2025
In leadership, hope may spark positivity—but trust is what sustains it. Trust means your team believes you’re honest, reliable, and truly have their best interests in mind. Without it, people hesitate to share ideas, take risks, or fully engage. Great leaders build trust through consistent actions. They follow through on promises, admit mistakes, and lead with transparency. They listen without judgment, treat everyone with respect, and make decisions that are fair and thoughtful. When leaders communicate clearly and regularly—even when the news is tough—they create a culture of openness. When they give credit generously and support their team both publicly and privately, trust grows even deeper. Over time, trust becomes the foundation for loyalty, collaboration, and high performance. People feel safer, more motivated, and more willing to contribute at their best.  Trust doesn’t happen overnight. But with patience, consistency, and care, leaders can build it—and with it, a stronger, more positive workplace.