Clarity Builds Trust

Cathie Leimbach • July 12, 2022

“People trust the clear and mistrust the ambiguous,” says David Horsager. “Everything of value is built on trust, … and the root of most problems is a lack of trust.”

The foundation on which trust is built is clarity. We don’t trust an organization to be ethical if we aren’t clear on its values and how it serves its customers. We don’t trust that our manager will be satisfied with our work if we aren’t clear on what she expects us to accomplish. We don’t trust that our unexpected medical expenses will be covered by insurance if we aren’t clear about our workplace benefits.

A clear vision and mission supported by clarity around core values unifies team members. When everyone is working towards the same outcomes and is committed to the same standards, they are more likely to trust that their colleagues will fulfill their roles.

When employees know precisely what they are expected to accomplish each day and are clear about how to get the desired results, they trust that they can succeed and their efforts will be valued. This builds workplace morale.

When managers and peers acknowledge what an individual is doing well and give specific feedback on how they could improve their performance, employees know what to keep doing and what changes to make to be even more effective. This increases a team member’s trust in having a secure job.

On the other hand, when employees aren’t certain which work is most important this week or today and don’t feel confident that they are doing their job correctly, they may worry about the security of their job. They may not trust that their supervisor cares about their success at work. This often decreases energy, productivity, workplace satisfaction, and attendance.  In turn, it weakens morale and trust.

Achieving clarity requires leaders to agree on the organization’s focus and priorities and put their decisions in writing. Expectations must be communicated to everyone involved, ideally both orally and in writing. It is best when supervisors ask employees daily to state their current priorities to ensure accurate communication.

Leadership clarity is the foundation of employee productivity and workplace success. How clearly are you communicating? What level of trust are you generating in your organization?

The Self-Discipline of a Growth Mindset

By Cathie Leimbach • April 15, 2025
A growth mindset means believing you can get smarter and develop new skills through hard work and practice. People with a growth mindset see challenges as opportunities to grow. On the other hand, a fixed mindset means thinking your talents and abilities cannot change much, no matter how hard you try. People with a growth mindset are more likely to exercise self-discipline to learn new behaviors. This helps us adapt to new opportunities. When we push ourselves to try different approaches, we open doors that would otherwise remain closed. This takes courage and commitment, especially at first when new ways of doing things feel uncomfortable or difficult. Our brains have amazing potential to change throughout our lives. When we repeatedly practice new skills or ways of thinking, our brain creates new pathways that make these actions easier over time. What once felt impossible can gradually become second nature.  The hard part is sticking with new behaviors long enough for them to become normal. This is where self-discipline comes in . By consistently practicing different approaches, what once required enormous effort eventually feels natural. This ability to adapt keeps us growing, helps us keep up with our changing world, and unlocks possibilities we might never have imagined.

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.
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