Understanding the Steady Behavioral Style

Cathie Leimbach • August 31, 2021

Being aware of your and your employees' primary and backup workplace behavior styles will make you a better leader. This self-awareness helps you to:

  • more quickly engage and motivate each of your employees
  • recognize your own strengths and weaknesses
  • communicate more effectively with each employee by tailoring conversations to fit their workplace behavioral style.

 

A Steady behavioral work style combines higher-than-average responsiveness with a comparatively low level of assertiveness. Individuals with this work style value relationships and harmony. They tend to be sympathetic to the needs of others and are very sensitive to what lies below someone's outward behavior. 

 

Members of your team with this primary work style tend to have the following strengths:

  • patience
  • easy-going
  • empathetic
  • loyal
  • dependable
  • sensitive to the feelings of others
  • puts people above tasks and projects

 

They are most likely to use empathy and understanding to solve interpersonal problems. An individual with this work style will work to mediate conflicts between other employees. The trust they show in others often brings out the best in their colleagues.

 

Limitations to this work style include:

  • indecisive at times
  • over-accommodating
  • may sacrifice results for the sake of harmony
  • avoids confrontation even when it is needed
  • resists change
  • remembers hurts caused by others

 

Leaders with a Steady style will benefit from being aware of the constraints of their style and becoming conscious of the need to face confrontations effectively when needed. Their tendency to keep things harmonious can impact their performance and overall effectiveness. Working on being open to change and becoming more flexible will make them stronger leaders. Their empathy and trust in others often brings out the best in their employees. They plan ahead and move steadily towards the completion of projects. However, leaders with a steady style can be over-accommodating and have difficulty making decisions.  This can lead to their employees being unclear about expectations for performance.

 

Coaching employees with a Steady work style will almost always include supporting them in taking initiative and being more comfortable with change. Helping them with the tools to manage conflict effectively will improve their performance within a team. 

 

Make sure that they are in the correct position within the team. These employees are good listeners and have tactful ways of communicating. Relationships are essential to them, and they have a strong inner drive to contribute. Their tendency to take on more and be accommodating can create situations where they are overextended. This will lead to performance issues. 

 

Providing feedback on the quality of their work will be motivating and keep these employees engaged. It is essential to reassure them of their self-worth and recognize their accomplishments. They will react better to input provided empathetically and being allowed to communicate their thoughts and ideas. 

 

Because Steady employees are excellent at working with others, they will thrive when provided with opportunities to demonstrate creativity, work with and mentor others, and communicate.

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.

Why Better Leaders Mean Better Bottom Lines

By Cathie Leimbach • June 3, 2025
Let’s talk straight—leadership development isn’t just a “nice to have.” It’s the engine behind real economic progress. John Kotter, a world-renowned voice in leadership and change, made it clear: organizations don’t rise or fall on products alone—they succeed because of how well they lead through change. When leaders know how to cast vision, inspire action, and adapt quickly, the ripple effect is huge. Teams become more engaged. Strategy gets implemented faster. Resistance turns into momentum. And yes—revenue and results improve.  Kotter’s work shows that companies with strong leadership navigate uncertainty better and capture more market share during tough times. Why? Because effective leaders create clarity in the chaos. They don’t just manage—they lead change with purpose. If we want to strengthen our teams, our organizations, and even our communities, we have to prioritize leadership development. Not later—now. Because when leadership improves, so does everything else. That’s not just theory. That’s proven strategy. Click here to view the document: Better Leader = Better Bottom Lines and see why investing in leadership pays off. Let’s build leaders who build better futures.
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