Katherine is joined by her husband and business partner in crime, Greg Coble, a leadership consultant and executive business coach with Concentric Leadership Group. Every year the two attend the Global Leadership Summit, and this year they sat down to recap the ideas still on their minds from four of the 13 speakers, and what leaders can do with them right away.

Greg and Katherine walk through four talks. Craig Groeschel on how great leaders see patterns instead of isolated events. Vanessa Van Edwards on showing people you value them. Kwame Christian on why being persuasive matters more than being right. And Ryan Leak on building a culture where people stay by helping them see their own future. Along the way they pull out three common threads about communication: it is something you do repeatedly, it starts with the other person, and your behavior speaks louder than your intentions.

Additional Resources:

Connect with Greg Coble on LinkedIn

Learn more about the Global Leadership Summit

Connect with Katherine Coble on LinkedIn

Learn more about Borshoff

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Key Takeaways:

• Leadership maturity isn't measured by what you know, it's measured by what you notice, so ask what keeps repeating, what's consistently missing, and what tension keeps resurfacing.
• Show people you like and value them through specific recognition, visible enthusiasm, and framing requests around what the "win" is.
• Name the emotion so you can tame it, then talk less and get curious so the conversation moves from you versus me to you and me versus the problem.
• People accept a job for the organization's vision but stay for their personal one, so communicate where individuals can go, not just where the company is going.
• Your behavior communicates louder than your intentions, so make sure your actions line up with what you say.

Feedback can build trust, improve performance, and strengthen culture, but only when leaders know how to give it well.

Katherine breaks down how people-first leaders can make feedback more timely, actionable, and human. She shares the four F's of effective feedback: frame, future focus, feelings, and follow-up, along with practical ways to make tough conversations feel less personal and more productive.

Katherine also challenges leaders to receive feedback as intentionally as they give it. When feedback becomes an ongoing dialogue instead of a once-a-year event, teams feel seen, supported, and empowered to grow.

Additional Resources:

Download this PDF to learn how to get + give great feedback!

Learn more about Radical Candor

Connect with Katherine on LinkedIn

Learn more about Borshoff

Follow PeopleForward Network on LinkedIn

Learn more about PeopleForward Network

Key Takeaways:

• Great feedback strengthens both performance and workplace culture.
• Give feedback as close to the moment as possible.
• Frame feedback before jumping into constructive guidance.
• Focus feedback on future behaviors, not past mistakes.
• Leaders must actively ask for and receive feedback.

Have you ever filled out an employee survey and wondered what happened to it? Katherine tackles a problem she sees leaders miss constantly: when people give feedback, they aren't just waiting for action, they're waiting to know something happened because they spoke. When that follow-up never comes, employees stop believing their input matters, even when leadership actually did act on it.

Katherine breaks down why invisible action looks like no action, and walks through three habits for closing that loop: making the return part of the ask up front, reporting back on themes rather than responding to every comment individually, and explaining the no when a request isn't going to happen. She ties it together with a simple framework called the return rule, four things every leader should communicate back after asking for input: we heard you, here's what we learned, here's what we're doing, and here's what we're not doing and why.

Additional Resources:

Connect with Katherine Coble on LinkedIn

Learn more about Borshoff

Follow PeopleForward Network on LinkedIn

Learn more about PeopleForward Network

Key Takeaways:

• Invisible action looks like no action. Employees disengage not because leaders failed to act, but because leaders failed to communicate that they acted.
• Make the return part of the ask: tell people when and how they'll hear back before they even give feedback.
• Report back on themes, not every comment. People want to know what patterns you heard, not a response to each individual note.
• Explain the no. A thoughtful no builds more trust than silence ever will.
• The return rule: we heard you, here's what we learned, here's what we're doing, and here's what we're not doing and why.