Supporting Employees for Excellence

Cathie Leimbach • March 7, 2023

There is a lot of concern today about the state of the workplace. Most of the conversation I hear focuses on employee shortfalls such as limited skills and effort, turnover, low morale, and mediocre productivity. Yet, studies show that employees only control 30% of the factors that impact workplace engagement and, therefore, the bottom line. Let’s talk about the people leaders who control the other 70% of factors that impact workplace engagement which in turn impacts most current concerns about the workforce.

Workplace excellence requires employees to have strong competence in the work they are doing and high commitment to the organization, its leadership, and their job.  Leaders can make or break the employees’ commitment and have a responsibility for placing employees in roles that match their competence or providing training to develop the necessary skills. 

Only about 10% of people leaders give adequate attention to developing and maintaining employee commitment. Stephen M.R. Covey calls their style of leadership ‘trust and inspire’. They lead in a way that builds trust with and among employees and inspires employees to do their best.

Covey and Gallup call the other 90% ‘command and control’ leaders. They tell their employees what to do but seldom interact in a way that considers, engages, or empowers them.  They don’t get their employees best.

Trust and inspire leaders engender high commitment and provide support to develop high competence in their employees. By paying attention to both factors that impact employee success, their organizations have lower turnover, higher morale, and a stronger bottom line.

How can you move from any command and control tendencies you may have to become a strong trust and inspire leadership?  Conversational Management training equips leaders with the mindset and the skills to develop a trust and inspire leadership culture.  You can learn about this transformational program by contacting Cathie Leimbach at cathie@agonleadership.com.

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.
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