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?

Are you Supporting Your Employees to Overcome Hurdles?

By Cathie Leimbach • September 8, 2026
For weeks, Mary had been frustrated with frequently occurring delays in shipping. During her one-on-one with her supervisor, she finally told him what was going on. He listened, asked questions, and said he would look into it. She left the meeting feeling encouraged. Maybe this situation would finally get resolved. A week later, her supervisor started their one-on-one by asking “So, what do you want to talk about today?” He didn’t mention what he had learned about the problem in shipping. “Of course not!,” she thought. “Nothing is going to change.” So, she sadly replied, “Nothing really. Everything’s fine.” Sometimes employees stop talking because experience has taught them that speaking up doesn’t make any difference. One-on-ones are an opportunity to change that. Give the employee a voice in what gets discussed. Help them address bottlenecks. Follow-up on your to dos from the conversation. It can be as simple as: “Last week we talked about the shipping problem. I checked into it, and here’s what I found out. A possible solution would be this .... How do think that might work? ... What other ideas do you have?” The message is clear: I heard you. I remembered. What you have to say matters. And when employees believe their concerns and ideas matter, they’re more likely to keep speaking up. Conversation is Where Leadership Happens™ What Workplace Conversation Are You Struggling With? Maybe an employee has stopped talking. Maybe you’re dealing with accountability, conflict, attendance, performance—or simply a conversation you’re not quite sure how to approach. Bring it to the FREE Workplace Conversations Clinic on September 21. Join Cathie Leimbach and other leaders to talk through real workplace people challenges, hear different perspectives, and get ideas for moving forward. Register Here 

Build Thinkers, Not Followers

By Cathie Leimbach • September 2, 2026
Many leaders don't set out to become the answer to every question. It happens gradually. Someone asks their leader how to do it because it's faster than figuring it out. Another employee waits because they don't want to make the wrong decision. Before long, you're answering questions your team should be able to answer on their own. The good news is that you don't have to be the answer to every question. You can build a team that thinks, solves problems, and takes ownership without you giving up appropriate control. Here are a few places to start: Ask Before You Answer When someone brings you a problem, don't start by giving them the solution. Instead, ask:  What do you think? What options have you considered? What would you do if I wasn't here? People grow when they think through problems—not when someone else thinks for them. Let Small Decisions Stay Small. Not every decision needs your approval. Look for low-risk opportunities where employees or supervisors can tell the employee to make the call themselves. Confidence grows with experience. Praise Initiative, Even When It's Imperfect. If people believe they'll be criticized every time they make a decision, they'll stop making them. When someone takes ownership, recognize their initiative. Coaching them to make a better decision is easier in the long run than making every decision yourself. Notice the Questions That Keep Coming Back. If you're answering the same questions week after week, don't just answer them faster. Ask why they're still being asked. The issue may not be your people. It may be an unclear expectation, an inconsistent process, lack of training, or a conversation that never happened. Helping people think for themselves doesn't happen in one meeting. It happens through dozens of everyday collaborative conversations that gradually build confidence, judgment, and ownership. Conversation is Where Leadership Happens™ You don't have to figure it all out alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic September 21. Join Cathie Leimbach and other leaders for a practical conversation about the people challenges you're facing—and leave with fresh perspectives you can put to work. Register HERE