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Be Trustworthy!

Cathie Leimbach • June 6, 2022

Trust is essential for success in any and all aspects of our lives. When we don’t trust others, we don’t want to spend time with them or collaborate with them. Likewise, when we aren’t trustworthy, others don’t want to work or play with us. The degree to which leaders are trusted by the people around them determines whether they are likely to be leading an enthusiastic results-oriented team or surrounded by lethargic and disgruntled low performers.  


Trust is so important that it is the focus of David Horsager’s company, Trust Edge. Trust can be defined as a “firm belief in the reliability, truth, ability, or strength of someone or something”. Do your boss, peers, employees, customers, and suppliers all believe that you are reliable, honest, and skilled? If not, then they don’t see you as trustworthy. Their lack of trust in you is impacting the organization’s performance.


Increasing trust creates transformation. When leaders learn to balance transparency, consistent communication, and healthy, results-based accountability, their colleagues perceive them as more trustworthy. This is true for in-person, virtual, and hybrid work situations. A lack of trust breeds a lack of uncertainty which increases fear. This sparks our natural fight or flight instinct which reduces productivity and increases dissatisfaction, decreasing morale, performance, and retention.


Unfortunately, lack of trust is very common. 10% of people say they have never had a leader or employer they could fully trust. On average, employees indicate that they have mostly or completely trusted their leaders for only 45% of their work life. In early 2022, only 13% of the workforce reported completely trusting their current employer.


Since everything takes longer and costs more when trust is low, the lack of trust can be an organization’s biggest expense. 94% of Americans say that lack of trust affects their performance. Collaboration and strong connections among workplace colleagues create the foundation for business success. Yet, the majority of senior leaders spend more time on finances, technology, strategy, and production than they do on people and culture.


How much attention are you giving to connecting and collaborating with your people? What about engaging and empowering them by helping them know what is expected of them and ensuring they feel valued? Are you one of the 13% of leaders who are seen as trustworthy or one of the 87% who are contributing to suboptimal results by not paying enough attention to organizational culture and valuing your people? If you’re in the majority, when are you going to take your first step towards being more trustworthy and what will that first step be?  

Why Master Open-Ended Questions

By Cathie Leimbach • April 8, 2025
In today's busy workplace, asking good questions can make you better at your job. Open-ended questions—ones that need more than just "yes" or "no" answers—help you learn more and have better conversations with others. Research shows these questions really work. Gallup found that managers who use open-ended questions have 27% less employee turnover and 18% better productivity. These questions make team members feel safe to share their ideas. Harvard Business Review says that when bosses ask at least four open-ended questions in meetings, teams come up with 42% more creative solutions. By asking instead of telling, leaders get more ideas from everyone. McKinsey discovered that managers who are good at asking open-ended questions find 34% more opportunities for process improvement. These questions help spot problems and challenge old ways of thinking. These benefits go beyond just team conversations. The Journal of Applied Psychology found that salespeople who use open-ended questions with customers make 23% more sales. By better understanding what customers need, they can offer better solutions.  Learning to ask open-ended questions isn't just about talking better—it's a skill that helps you succeed in all parts of work. Click here for more information.

The Perils of a Bad Boss

By Cathie Leimbach • April 1, 2025
Bad bosses aren't just a nuisance – they're an epidemic. A staggering 70% of employees report that problematic managers are commonplace in today's workforce. This reality has serious consequences for both workers and companies alike. What drives employees to pack up their desks? Unethical behavior tops the list, with 62% of workers citing it as a reason to quit. Following closely behind are hypercritical managers (54%) and those who burden their teams with unrealistic expectations or excessive workloads (54%). While some managerial shortcomings are merely frustrating rather than deal-breakers, they still damage workplace morale. Disorganized bosses frustrate 33% of employees, micromanagers irritate 29%, and unapproachable or inflexible leadership styles bother 27%. Perhaps most concerning is the communication breakdown: 72% of employees wish they could openly discuss workplace concerns with their managers, but 59% fear retaliation if they speak up. How might these issues be affecting your organization? High turnover rates don't just disrupt workflow – they devastate your bottom line. Between recruitment costs, training expenses, lost productivity, and institutional knowledge walking out the door, each departed employee can cost between 50-200% of their annual salary.  Ready to understand what turnover is truly costing your company? Click Here for access to a free Cost of Turnover Calculator.
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