Do You Have the Right People on Your Bus?

Cathie Leimbach • March 30, 2021

As Jim Collins says in his book, Good to Great, the first step in taking a company from good to great is “getting the right people on the bus and getting the wrong people off the bus.” Suppose you lead an organization that is doing okay just now, and you would like to up its game. In that case, the first step is to ensure that every member of the management team is energized by the thought of leaving the status quo behind and doing what it takes to reach new heights.


Yes, that means shaking things up a bit - or maybe even a lot! The current way of doing things is getting okay results. It will take creative thinking, innovative methods, and lots of hard work to break free of existing norms and achieve a greater good. As we enter 2021, most organizations are seeking a breakthrough. This will require a change in staff or a change in the commitment and contributions of current staff.


How can you tell which team members are the right people to move the organization forward or the wrong people to stay on board? Let’s look at three of the factors to consider: personal values, passion, and adaptability. 


First, ask those currently on the management team and those who might join the team soon to share their top five personal values. How well do these values align with the organization’s values and the expectations required of management team members during the intended transformation period? Ask the candidates to explain how their values will help them lead organizational repositioning or how they might limit their involvement.


Someone who values family positively may say that he reserves all day Sunday for family time to build strong relationships, create memories, and recharge. He needs to be home for dinner at least two weekdays but has flexibility the other evenings. His insistence on a family day every week may reduce his chances of burning out, and the ability to work late some days enables him to handle a heavier workload.


Another candidate might say that because she highly values family, she coaches the travel soccer teams of both her children year-round. As a result, she will be unavailable after 5:00 pm almost every weekday and most Saturdays and Sundays. This candidate contributes significantly to the community by helping her children and others build strong bodies, discipline, and team spirit. However, it may not be possible for her to devote the necessary extra time and energy required of transformational management team members. 


Second, ask management team candidates to explain why the organization exists, why they work for the organization, and why they would like to be on the management team going forward. Those who understand the organization’s purpose and are passionate about it will be the most invested in leading it from good to great!


Third, ask them how they feel about stability, predictability, and change. Ask them to share a time when circumstances changed around them and how they responded. Those who will lead your new initiatives must show their ability to adapt and enjoy overcoming challenges. Adaptability is likely the most essential skill for individuals and organizations positioned for success this year and in the years ahead.


Some organizations embrace this time of challenge and uncertainty as a time to transform their focus, strategies, and culture. Those who move forward intentionally with the right people on the bus are the most likely to be serving their customers and their communities well in the years to come.


What is the next step you will take to be surrounded by the right people to create great success for your organization in 2021 and beyond?


I’m available to help you move forward. Please contact me if you would like a free consultation to help you define your next steps.

Everyone Noticed. No One Said Anything.

By Cathie Leimbach • October 27, 2026
“The same production line’s data is late again,” someone said. “Are we just supposed to keep begging for it?” Maya looked up. Two employees had stopped their own work to help track down the data missing from the weekly report to headquarters. She knew there had been delays. She hadn’t paid attention to how often or what happened when the data came in late. Each Friday, John sent the report out, and Maya moved on. Her team hadn’t moved on. They were tired of disrupting their own work to address the same problem week after week. The Symptom Late work. Repeated mistakes. People asking why they should bother when others don’t do their part. When there is a pattern of leaders letting missed deadlines slide, employees notice. Silence can leave people thinking that missed commitments are acceptable, even when that isn’t what the leader intends. Monitoring performance gives leaders a clearer picture of what is happening—and something specific to discuss with those involved. The Tip Here are three steps to noticing problems and sharing your performance concerns. Track the data. Look at information tied to the work, such as deadlines and errors. Maya could track how often data for the weekly reports arrived late. Walk around. Spend time where the work happens. Notice what people are doing and how one person’s work affects another’s. Maya saw two employees put their work aside to finish someone else’s task. Share what you find. Bring the facts and your observations to the attention of the person involved. Maya could say: “Your weekly production data was submitted late three of the last four weeks. Today, I saw Lee and Sam stop their work to get the raw data and do the analysis.” That makes it clear to the employee that submitting data late is not acceptable. Conversation is Where Leadership Happens™ Is there a pattern at your workplace that you’ve noticed but haven’t addressed? Join our Workplace Conversations Clinic on November 16 to discuss addressing performance concerns. Bring a situation you’ve been letting slide. Reserve your place HERE

The Deadline Only You Knew About

By Cathie Leimbach • October 20, 2026
"When you get a chance." Kelly meant Wednesday. Alex heard next week. The report needed fixing. Alex had said he'd take care of it. So, when she opened the file before Thursday's meeting, she expected to see the changes. They weren't there. "I thought you meant next week," Alex said. "And I wasn't sure which sections you wanted changed." Kelly was frustrated. This wasn't the first time something had slipped. But as she replayed their conversation, she remembered what she'd actually said: "Can you tidy this up when you get a chance?" She had a deadline in mind. She knew exactly what needed changing. She hadn't told Alex either one. The Symptom Missed deadlines. Quiet resentment. The thought, "This isn't the first time." It's hard to hold someone accountable for an expectation that was never stated. Too often, when a leader’s expectation isn’t met, they think, "my team members just don't follow through" or "I shouldn't have to chase people." Yet, the problem is often that the leader didn’t communicate clearly. Requests like "Keep me updated," "Make this a priority", and "Be more proactive" may feel clear in your mind when you say it. But others may leave the conversation with a very different picture in their mind. Then, leaders are frustrated when the result doesn't match their intention. The Tip Healthy accountability starts with a shared understanding of what needs to happen. It continues when you follow up on what was agreed to. Before you finish your next conversation about a task, make sure you've settled four things: What needs doing What the desired result includes Who will do it When it is to be done by After you have clearly stated your expectations, ask the other person to state the specifics of the assignment. Give them an opportunity to raise questions or discuss competing demands. Kelly could have said: "Alex, please update the sales figures and add a short summary of what's changed since last month. I need it by Wednesday, October 28, at 3:00 pm so I can review it before Thursday's meeting. To be sure I explained the task well enough, please state what I asked you to do.” “What challenges might get in the way?" Then agree on what happens if a problem comes up: "If that timing looks too tight, let me know by Tuesday so we can work out the next step." Now there's a commitment you can both refer to. If Wednesday comes and the report isn't ready, Kelly can address it directly: "We agreed it would be ready by 3:00 today, and I haven't received it. What happened?" Clarity won't prevent every missed deadline. But it increases the chances that everyone is on the same page – and that your expectations will be met. When leaders make expectations clear and are open to employee questions and concerns, accountability becomes part of how the team works. Quality results become the norm. Conversation is Where Leadership Happens™ Do you wonder how to make your expectations clearer or how to avoid frustration when holding others accountable? Join Us on November 16  Join our Workplace Conversations Clinic on November 16 to practice setting clear expectations and following up when things slip. You could also have a chance to practice difficult conversations within your team. Reserve your place → HERE