From the post below address the following "Stop/Start/Continue" feedback questions:

• Stop: What are the leadership skills and behaviors the learner has selected that you recommend be stopped, i.e., not pursued? Provide the rationale as to why you believe a leadership skill they have selected may not be the most appropriate focus area based on your review of the employee engagement survey results. If you don't identify any leadership behavior focus area to stop, then how would you suggest one or more of the targeted leadership behavior areas be modified to better address the outcome desired?
• Start: What leadership skills and behaviors do you recommend the learner add as a focus area? Provide the rationale for your recommendation as well as one to two suggested ways this leadership skill/behavior could be targeted for improvement.
• Continue: For the recommendations that the learner has made that you fully agree with, provide commentary as to why you believe the selected leadership skills and behaviors area is appropriate to be addressed.

The employee feedback survey shows declines in areas such as Recognition & Praise, Reward & Recognition, and Working Conditions. Within these areas, gaps also appear in purpose, development, and communication, highlighting the critical role of leadership behaviors in shaping the work environment. To address these gaps, leaders can use a "toolkit" organized into three compartments: Communication, Emotional Intelligence, and Strategic Thinking.

Communication: Clear, consistent, and helpful communication is essential. Employees who do not receive feedback or understand expectations can become frustrated or disengaged. Tools such as Active Listening, Constructive Feedback, and Nonverbal Communication enable leaders to guide their teams, recognize contributions, and build trust.

Emotional Intelligence: Understanding and responding to employees' needs is crucial. Skills such as Empathy, Mindfulness, and Conflict Management allow leaders to support growth, navigate challenges, and foster an inclusive environment. As Kouzes and Posner (2024) note, "If people don't have the slightest clue about their hopes, dreams, and aspirations, then the chances that they will take the lead are significantly less. They may not even see the opportunity that's right in front of them." Leaders who practice EI can help employees clarify goals, increasing engagement and initiative.

Strategic Thinking: Leaders must also anticipate and adapt to change. Tools such as Adaptability, Critical Thinking, and Problem Solving enable leaders to align work with organizational goals, create meaningful opportunities, and respond effectively to challenges.

By integrating these three compartments, leaders can actively recognize achievements, align work with strengths, provide development opportunities, communicate effectively, and foster inclusion. This toolkit approach not only improves engagement, satisfaction, and morale but also drives measurable organizational performance. Engaged employees are more productive and innovative, clear communication reduces errors, development opportunities and recognition lower turnover, and strategic thinking ensures alignment with goals and responsiveness to change. In short, effective leadership behaviors enhance both employee experience and organizational outcomes.