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.

They Can't Read Your Mind. Tell Them You Appreciate Them.

By Cathie Leimbach • October 13, 2026
"I thought you knew I appreciated your work." Kate hadn't planned to say those words in a one-to-one. But when a team member told her, "I'm never quite sure whether you think I'm doing a good job," she was caught off guard. He was someone she relied on. He helped new colleagues settle in, handled difficult customers calmly, and often spotted problems before they got bigger. Of course she valued him. Then she tried to remember the last time she'd told him, and what she'd actually said. There was a quick "Thanks, everyone" at the end of a meeting. A "Great work" in a team email. But she couldn't recall ever telling him what she had noticed about his contribution. Kate had been worried about rising absences and a team that seemed less involved. Praise wouldn't explain or fix every issue. Still, this conversation raised a question she hadn't considered: how many people on her team were feeling their efforts weren’t noticed or appreciated? It's easy to assume people know we appreciate them, especially the ones who quietly get on with the job. We turn our attention to whatever needs fixing, and we don’t acknowledge the people who are doing good work. Meanwhile, people who never receive thanks start to wonder if they are noticed, pull back, stop offering their ideas, and start job hunting elsewhere. Try this week: Look for one contribution each person on your team is making . Tell them what you notice about their work and why it matters. Instead of simply saying, "Good job," try: "Thanks for staying ten minutes past shift change to walk Jamie through the new changeover on Line 3. She now knows exactly what to do instead of guessing." Three elements of meaningful praise are: Be specific. Name what they did and the effect it had. Keep it natural and proportionate. A quiet word can mean a lot. Recognition doesn’t have to be in front of the whole team. Let it stand on its own. Don’t add a "but" or a new request right after the positive feedback. Sincere, specific praise helps people feel seen. It builds rapport because you're showing you notice how they contribute, not just whether the task got done. And people are more likely to speak up and share ideas when they feel heard and connected to the people they work with.  Conversation is Where Leadership Happens™ How often does your appreciation go unspoken? Join our Workplace Conversations Clinic on October 19, 3:00 to 3:30 PM, live on Zoom. You'll practice giving praise that feels natural and helps people feel valued. You'll also have the chance to practice other difficult workplace conversations, from raising concerns to working through disagreements. Reserve your place here!

“All Good” is Never a Good Response

By Cathie Leimbach • October 6, 2026
“All good,” they said. But Sarah wasn’t so sure. In the team meeting, just two people did most of the talking. Team members who once offered ideas just waited for the meeting to end. Three people called in 'sick' on the day of our monthly planning and progress-review meeting. Today was just another day with her disengaged team. Sarah realized that whenever she asked others how things were going, she got the same response: “All good.” It never failed that within a day or two of what seemed like positive feedback, a problem surfaced. It might be that they didn't know how to proceed with a new project. Or they were trying to hide a mistake they made. Things definitely were not "All Good". Then, she thought about the questions she usually asked. “Everything on track?” “Will that be ready by Friday?” She wanted to know how her people were progressing with their work. But she had asked closed-ended questions, so she got brief responses that told her nothing. At her next one-to-one, she asked, “How have things been for you lately?” “Fine. Busy.” She almost moved on. But, instead, she dug a bit deeper. “What’s been making things especially busy?” This time, the answer was different. There were competing demands she hadn’t known about. A concern that had gone unspoken. And a feeling that nobody really talked anymore unless they needed help with something urgent. This one conversation provided important information. It gave her a place to start moving forward to improve engagement and results. If you can relate to Sarah's struggles, here are some tips to help you stay on top of how your employees' work is truly going. Absenteeism and disengagement can have many causes. We can't begin to understand them by accepting thoughtless answers. We need to create an environment where people feel comfortable sharing what’s really happening. Interpersonal rapport is essential. It grows through small moments: asking a thoughtful question, listening without rushing to solve a concern, remembering what someone said, and checking back. This week, try asking a couple of specific open-ended questions such as: “What’s been going well for you?" And "What’s been difficult?” Let the answers guide your next questions. Give the person room to share. Then, a few days later, follow up. “You mentioned the client report deadline was going to be hard to meet. How’s it going?” Then, "What help do you need?" When you take a few minutes for such check-ins, employees feel more supported than if you just ask, “How are you?”, as you are walking by. It indicates: I heard your concern. I remembered. I’m interested. I want you to succeed. Your team members are more likely to get involved, be honest with you, and share ideas when they feel heard and connected to the people they work with. Want to get more comfortable starting those conversations? Join our Workplace Conversations Clinic on October 19 to practice building interpersonal rapport through conversations that matter.  Reserve your place → [registration link]