Creating a Culture of Innovators

Cathie Leimbach • April 15, 2020

Carla Harris, Vice-Chairman and Managing Director of Morgan Stanley, intentionally serves her followers. At Leadercast 2019 she shared several of her success factors for being a servant leader. One of her leadership practices is creating a culture of innovation and a change-ready workforce.

Innovation means trying new ways of doing things. And new ways of doing things aren’t always successful. So, why should leaders encourage their people to try something new?

In the world around us there is constant change. If we don’t change to adapt to the changes around us, we will no longer be relevant. High performers who stick to the once-best-way of getting the job done will be surpassed by better ways discovered by innovators.

So why doesn’t everyone innovate? Why do many organizations and teams find themselves entrenched in a rut? Often, they are trapped in a culture of fear. They are criticized for trying something new because some resources were wasted or the results didn’t meet the goals. This is fair criticism if the unsuccessful trial becomes the norm. But when innovative ideas that improve the bottom line are adopted, organizations tend to flourish.

Since most people resist change, how can you inspire your team members to have an innovative mindset? Allow them to take risks and fail. Encourage your team members to approach challenges creatively by celebrating what was learned from failed attempts and by implementing the new ideas that yield enhanced results.

May your organization encourage and celebrate those who reach beyond the status quo.

Inspire your staff to explore, to innovate, and to make new discoveries!

How Managers Drive 70% of Performance

By Cathie Leimbach • February 17, 2026
Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers. Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies. Managers either multiply energy or drain it. Clear, supportive managers raise performance. Avoiding, inconsistent managers quietly lower it. The good news? Small habits make a big difference: Clarifying expectations Giving timely feedback Addressing issues early Reinforcing priorities These moments add up. Instead of telling managers to “motivate people,” try asking: Where might expectations be unclear? Where is inconsistency allowed? What conversation is being avoided? When managers improve just a little, results improve a lot. 👉 Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.

Why Engagement Isn’t About Perks

By Cathie Leimbach • February 10, 2026
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.