Focus on Results

Cathie Leimbach • October 4, 2022

Since we tend abandon more than half of our New Year’s Resolutions, we don’t achieve the goals we enthusiastically set for ourselves at the beginning of the new year. During the busyness of daily life, we often stop prioritizing our time to fulfill our resolutions. 

Similarly, many organizations fail to achieve all the goals they set during annual planning.  Sometimes this is due to changes in the business environment. More commonly it is a lack of focus. It can be tempting to do the tasks that are in front of us, to do seemingly urgent tasks first so we can then focus on more important work. However, the little tasks often take so much time that we seldom get the important work completed. Despite being frustrated at quarter end with our mediocre progress, we repeat our ineffective approach again and again.  How can we overcome this negative cycle?

Success comes with consistently focusing on results. At the beginning of every work day, read your organization’s mission and its current goals. Remind yourself exactly what you are to achieve every day or every week towards organizational success. Most people say they are not clear what is expected of them at work day-by-day. 

For an organization to achieve its goals, it is important for each individual to achieve theirs. It is the responsibility of leaders to ensure that each employee has one or two measurable goals that support one or more organizational goals. The next step is for the supervisor and employee to determine one to three measurable key performance indicators (KPIs) that will be measured daily or weekly to assess if the employee is doing the work that is most likely to result in achieving the goals. Are the individuals focusing on tasks that will yield the desired results?

For someone with a goal of producing 500 widgets who works 50 weeks per year, the weekly goal is 10 widgets and the daily KPI would be 2 widgets. When they track daily, and on Monday they enter 1½ widgets in their tracking sheet, both the individual and the supervisor know that something has to be done differently on Tuesday because if this trend continues they will only produce 375 widgets in the year. Tracking a KPI daily or weekly, helps everyone focus on the intended results. When they are off track, they are alerted to the need to overcome the obstacles in their way so the annual goal can be met.

In summary, regularly measuring a key performance indicator positions individuals and organizations for workplace success. What is your big goal? What are the measurable daily or weekly key performance indicators you can focus on to get there?

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

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!