Stop Throwing 7% of Your Revenue Down the Drain!

Cathie Leimbach • March 26, 2024

There is a lot of evidence that the biggest potential for growing your organization’s top line, bottom line, or mission impact this year is through leadership development!


Lack of strong leadership skills and behaviors impacts the bottom line.

  • “For every year a company delays leadership development, it costs 7% of their annual sales.” - Blanchard – “Making the Business Case” Report


Lack of strong leadership skills and behaviors impacts retention.

  • “1 in 2 people state that they’ve left a job at some point to get away from a bad manager.” - Gallup


Lack of strong leadership skills and behaviors impacts engagement and productivity.

  • “Managers control 70% of the factors that impact employee engagement.”  -  Gallup


In 2024, for the first time, managers and supervisors are more disengaged than frontline workers. - Gallup

  • “There aren’t a lot of tools that promote leadership development.” -  Bravely


The need for leadership development has never been greater. With few people applying to your job postings, you don’t want a right-fit hire to become disenchanted and leave in 3 to 6 months. Managers of remote workers have to be more intentional about communicating with their employees because they can’t touch base in the break room or drop in as they are walking past their office.


Today’s employees want a positive workplace culture but 90% of leaders aren’t focusing on building rapport, increasing engagement, and providing the various types of support team members need to become high performers.  

Yet, there is very good news in the leadership development space! Culture Impact has developed a stellar management training course which helps leaders:

  • realize the need for trusting and inspiring employees,
  • learn about effective leadership practices,
  • develop the foundational skills for engaging and empowering team members, and
  • build confidence to regularly use these effective leadership practices to support employee and organizational success.


If you have been losing sleep at night, or pulling your hair out, over low employee morale and productivity, it will be well worth your time to investigate the highly effective Conversational Management training. Click here for more information and to register for a 2-hour interactive workshop experience. Attending a remote Test Run of this highly effective leadership development program could transform your work and personal life – and the workplace reality for everyone on your team!  When you decide to offer Conversational Management to your people leaders, the training can be delivered in-person or via Zoom. 



I look forward to seeing you at one of the upcoming Test Drives! Register Now!

Please reach out with any and all questions about leadership development or Conversational Management. Contact  Cathie Leimbach of Agon Leadership at 440-320-3113 or cathie@agonleadership.com.

Be Kind to Your Team AND Hold Them Accountable

By Cathie Leimbach • November 3, 2026
Tammy was furious. For the third day in a row, the hydraulic hose assembly line was falling behind. How could they keep customers happy when production was this slow? The target was 50 hoses per hour, with at least 98% meeting quality standards. Yet, after two hours, Tom's team had produced only 65 hoses, and six had failed inspection. Tammy marched over to Tom, the line supervisor. “This is unacceptable! You know our targets. Get your people moving!” She stormed off, frustrated and worried about falling further behind. Tom felt embarrassed and discouraged. He told his team to work faster. An hour later, production was still behind, and more hoses had failed inspection. Leadership Tip – Correct Kindly, Solve Problems Together Corrective action doesn't need to be harsh. A calm, respectful conversation can improve both performance and trust. Clarify the gap. Remind the employee of the agreed expectation and describe what you've observed. “Tom, our target is 50 hoses per hour, with 98% meeting standards. Your team produced 65 in two hours, and six failed inspection.” Explore causes and solutions together. Ask, “What's getting in the way?” Listen carefully. Perhaps a crimping machine needs adjustment or a new employee needs coaching. Ask, “What could we do differently? How can I help?” Agree on next steps. Ask Tom to summarize what he'll do. State what you'll do to support him. Agree on when you'll review progress. Bottom Line Kindness doesn't mean lowering expectations. It means helping people meet them. Conversation is Where Leadership Happens™ Be kind. Be clear. Hold people accountable. Have a conversation you’ve been putting off because you don’t want to sound harsh—or let the issue slide? Bring it to the Workplace Conversations Clinic on November 16 to discuss addressing the problem with kindness, setting clear expectations, and agreeing on next steps. Reserve your spot for the November 16 Workplace Conversations Clinic → HERE

Everyone Noticed. No One Said Anything.

By Cathie Leimbach • October 27, 2026
“The same production line’s data is late again,” someone said. “Are we just supposed to keep begging for it?” Maya looked up. Two employees had stopped their own work to help track down the data missing from the weekly report to headquarters. She knew there had been delays. She hadn’t paid attention to how often or what happened when the data came in late. Each Friday, John sent the report out, and Maya moved on. Her team hadn’t moved on. They were tired of disrupting their own work to address the same problem week after week. The Symptom Late work. Repeated mistakes. People asking why they should bother when others don’t do their part. When there is a pattern of leaders letting missed deadlines slide, employees notice. Silence can leave people thinking that missed commitments are acceptable, even when that isn’t what the leader intends. Monitoring performance gives leaders a clearer picture of what is happening—and something specific to discuss with those involved. The Tip Here are three steps to noticing problems and sharing your performance concerns. Track the data. Look at information tied to the work, such as deadlines and errors. Maya could track how often data for the weekly reports arrived late. Walk around. Spend time where the work happens. Notice what people are doing and how one person’s work affects another’s. Maya saw two employees put their work aside to finish someone else’s task. Share what you find. Bring the facts and your observations to the attention of the person involved. Maya could say: “Your weekly production data was submitted late three of the last four weeks. Today, I saw Lee and Sam stop their work to get the raw data and do the analysis.” That makes it clear to the employee that submitting data late is not acceptable. Conversation is Where Leadership Happens™ Is there a pattern at your workplace that you’ve noticed but haven’t addressed? Join our Workplace Conversations Clinic on November 16 to discuss addressing performance concerns. Bring a situation you’ve been letting slide. Reserve your place HERE