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.

"Produce More" Isn't a Goal

By Cathie Leimbach • November 10, 2026
For the tenth day in a row, production missed its target. Barry, the production manager, was frustrated and worried. Customer orders were piling up, inventory was running low, and he had no idea how to get things back on track. Even the VP of Manufacturing and HR had no helpful answers. Meanwhile, Joe, one of the line supervisors, couldn't understand why Barry was so upset. He'd heard through the grapevine that sales were down. So why was producing less such a big deal? Barry was baffled. He'd told his supervisors to increase production. Why weren't they pushing their teams harder? He pulled up the AI summary from Monday's "What's Up This Week" meeting. There it was. He'd asked the supervisors to produce more than last week because a large customer order had to ship the following Monday. But had he made his expectations clear? Barry thought he'd given a goal. Joe thought he'd heard a suggestion. Neither knew they weren't on the same page. Sound familiar? When expectations are fuzzy, even good employees miss the mark. The result: frustrated managers, confused employees, missed targets, and disappointed customers. LEADERSHIP TIPS: THREE STEPS TO STRONGER PERFORMANCE 1. Make expectations crystal clear. Explain what needs to be done, by when, and why it matters. Instead of saying "produce more," Barry could have said, "We need 200 additional widgets by Friday to fill a 500-widget customer order that ships Monday." Then he could have asked each supervisor what their line could realistically produce and what support they needed. A two-way conversation builds clarity and commitment. 2. Monitor progress daily. Don't wait until Friday to discover the team is behind. Review production results with supervisors every day. Compare actual output with the weekly goal, and recognize progress along the way. Ask, "Are we on track? What might keep us from reaching our target?" 3. Take corrective action before shortfalls grow. When production falls behind, don't just demand better results. Start a conversation. Ask, "What's getting in the way? How can we catch up? What help do you need from me?" Then work out a plan together, agree on who's doing what, and follow up to make sure it happens. Strong performance doesn't come from pushing people harder. It comes from clear expectations, regular monitoring, and shared accountability. When leaders explain what matters, listen to their people, and help remove roadblocks, employees are better equipped and more motivated to deliver. Conversation is Where Leadership Happens™ Say what matters. Ask what's in the way. Agree on next steps. Missed targets, fuzzy expectations, or a talk you keep postponing? Bring it to the Workplace Conversations Clinic on November 16. We'll discuss how to have that conversation with kindness and clarity. Register Here

Be Kind to Your Team AND Hold Them Accountable

By Cathie Leimbach • November 3, 2026
Tammy was furious. For the third day in a row, the hydraulic hose assembly line was falling behind. How could they keep customers happy when production was this slow? The target was 50 hoses per hour, with at least 98% meeting quality standards. Yet, after two hours, Tom's team had produced only 65 hoses, and six had failed inspection. Tammy marched over to Tom, the line supervisor. “This is unacceptable! You know our targets. Get your people moving!” She stormed off, frustrated and worried about falling further behind. Tom felt embarrassed and discouraged. He told his team to work faster. An hour later, production was still behind, and more hoses had failed inspection. Leadership Tip – Correct Kindly, Solve Problems Together Corrective action doesn't need to be harsh. A calm, respectful conversation can improve both performance and trust. Clarify the gap. Remind the employee of the agreed expectation and describe what you've observed. “Tom, our target is 50 hoses per hour, with 98% meeting standards. Your team produced 65 in two hours, and six failed inspection.” Explore causes and solutions together. Ask, “What's getting in the way?” Listen carefully. Perhaps a crimping machine needs adjustment or a new employee needs coaching. Ask, “What could we do differently? How can I help?” Agree on next steps. Ask Tom to summarize what he'll do. State what you'll do to support him. Agree on when you'll review progress. Bottom Line Kindness doesn't mean lowering expectations. It means helping people meet them. Conversation is Where Leadership Happens™ Be kind. Be clear. Hold people accountable. Have a conversation you’ve been putting off because you don’t want to sound harsh—or let the issue slide? Bring it to the Workplace Conversations Clinic on November 16 to discuss addressing the problem with kindness, setting clear expectations, and agreeing on next steps. Reserve your spot for the November 16 Workplace Conversations Clinic → HERE