Attracting & Keeping Motivated Team Members

Cathie Leimbach • August 27, 2020

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If you prefer to have a 50% staff turnover every year rather then attracting and retaining quality team members, this article isn't for you! If you are interested in developing and keeping value-adding team members, read on!


We know that life will never again be like it was six months ago, but we aren't sure what the future will bring. However, we do know some factors that will be key to future success.


People are most engaged and productive when their personal values intersect with the values of their workplace. Therefore, organizations whose culture is aligned with the desired values of the workforce are the most likely to come out of our current disruption profitably.


Barrett Values Centre recently conducted a study on workplace values, gaining insight on future expectations. Barrett asked employees of all ages, and at all levels of many organizations, to indicate the values they experienced at work before Covid, are seeing during Covid, and would like to regularly encounter after Covid.


Which of the preferences uncovered by the survey would help your organization have a bright future?


  • We have all adapted to unexpected realities this year. Many people now have a mindset that Adaptability is a highly valuable attribute. In the survey, all levels of employees (C-Suite/Executives, Managers, and Staff) indicate that the value that they most want in the new normal work world is adaptability. All ages of employees (Baby Boomers, Generation X, Millennials, and Generation Z) agree.
  • Are you as a leader ready to adapt to the realities of the majority of your employees? Are you ready to establish workplace practices that they value personally so they are more enthusiastic and productive at work and become experts in serving your customers' needs and wants?
  • Employee Engagement and/or Teamwork are desired at all levels of the organization and by all age groups except Baby Boomers. Living these values requires that employees appreciate and trust each other and enjoy their work. However only 17% of employees feel appreciated at work, and low levels of transparency, vulnerability, and trust have been the norm in many organizations.
  • Are you as a leader ready to prioritize healthy interpersonal relationships in your organization? Are you prepared to allocate time and resources for everyone to develop stronger soft skills? Most companies who are developing staff in these areas are experiencing a higher return on such investments than from technical skill training.
  • Open Communication is desired by the C-Suite/Executives and by Staff. Both Millennials and Generation Z value it. However, it isn't seen as important by Managers, Baby Boomers, and Generation X.
  • Many mid-level managers are Baby Boomers or Generation X. They may be responsible for hiring, onboarding, training and development, quality output, and performance reviews. Yet, most managers don't excel in these tasks. Open communication is essential for success in these areas. Are you as a leader ready to ensure your organization equips everyone who manages other employees with the skills to excel?


The majority of the workforce is expressing a desire to work for organizations where the values of Adaptability, Employee Engagement, Teamwork, and Open Communication are experienced every day. When employees' personal values are aligned with their workplace values, the organizations have stronger bottom lines.


Are you ready to invest in equipping your managers to lead your staff towards a win/win workplace experience? Or, would you rather put up with turnover, mediocre productivity, and ho-hum bottom line results?

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.

The Culture Problem Most Leaders Don’t See—Until It Shows Up in Results

By Cathie Leimbach • April 28, 2026
Most CEOs don’t wake up worrying about culture. They’re focused on growth, margins, execution. But culture quietly determines all three. Because when people feel disconnected, something subtle happens: Execution slows Ownership drops Problems surface later—and cost more Nearly a third of employees describe their workplace as isolated or impersonal. That’s not just a morale issue. That’s an execution risk . And employees don’t “love” a company because of perks. They stay committed when they feel valued. When that’s missing: Effort becomes transactional Communication becomes minimal Discretionary effort disappears The data is clear—when employees feel valued: Attendance improves Conflict decreases Productivity rises This is where many organizations misfire. They try to fix culture with initiatives. But culture is shaped in daily leadership interactions —not programs. And most leaders haven’t been trained to have regular meaningful conversations. They have been promoted to people leadership positions yet not prepared for their new roles. When untrained leaders don’t get topnotch results, it’s not due to a gap in effort or potential. It’s due to a current gap in ability. What can you do about it? Where might your workplace culture be quietly affecting execution—even if performance still “looks okay”? 👉 Join our next 45-minute Leadership Conversation— Workforce Challenges . We’ll explore how culture impacts performance—and what leaders can actually do about it.