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.

The Leadership Problem Most Companies Don’t Address

By Cathie Leimbach • May 19, 2026
Many organizations assume their biggest challenges are rapidly changing technology, customer retention, and employee initiative. But quite often, the root cause is people leadership problems. That’s one reason The Imperfect CEO by Jim Brown is so timely. Releasing today, May 19, the book explores how leaders build healthier organizations not by pretending to have all the answers, but by creating cultures grounded in trust, clarity, accountability, and meaningful conversations. Brian Besanceney, Chair, Board of Orlando Health, Inc., described the book this way: “Through vivid stories, real-world examples, and a model grounded in collaborative culture, Jim Brown gives leaders permission to wrestle honestly with the generational divides, misaligned targets, and cultural fractures that can too often sabotage high-potential organizations.” Greg Apple, CEO of Amgine.ai, connected the book to leadership beyond business alone: “In a fast-moving company, culture is everything. Jim Brown’s principles have helped our team lead with greater clarity and alignment. The Imperfect CEO distills those lessons brilliantly. Every leader should read it.” What stands out to me is how closely this book aligns with the principles behind Conversational Management. Healthy cultures are rarely built through policies alone. They are built through the quality of everyday leadership conversations — how expectations are clarified, how accountability is handled, how feedback is delivered, and how trust is strengthened over time. That’s why leadership development cannot stay theoretical. Culture changes conversation by conversation.  The Imperfect CEO is an easy-to-read business fable that illustrates common people leadership challenges and provides suggestions for overcoming them. Order your copy today and start building healthier leadership conversations inside your organization.

Why Some Companies Attract More Job Applicants Than They Need

By Cathie Leimbach • May 12, 2026
Chick-fil-A restaurants often receive far more job applications than they have openings. This is not luck. It is leadership. People apply where they believe they will be treated well. At Chick-fil-A, employees experience respectful communication, clear expectations, and leaders who support their success. That reputation spreads quickly through word of mouth. Leaders in these restaurants do simple things well. They ask questions before they assume. They listen to employees. They provide encouragement and clear direction. They notice good work and address problems in a helpful way. As a result, employees feel valued. They enjoy coming to work. They tell others. That is what attracts more applicants. Many organizations focus only on hiring. Strong organizations focus on how people are treated after they are hired. When leaders create a workplace where people feel respected, supported, and clear on what success looks like, something powerful happens: People stay. People perform. And more people want to join. This is what leadership really is. Would you like to see several leadership and culture practices Chick-fil-A uses to attract and keep quality employees? Click here to view: How Chick-fil-A Attracts Quality Applicants