Change is Essential for Growth

Cathie Leimbach • May 10, 2022

“Organizations are perfectly designed to get the results they are currently getting. To get different results, they have to change.” Many leadership experts use variations of this quote to remind us that if we want different results, we need to do things differently. Yet, all of us, at some time or other, get stuck in a rut rather than risk the uncertainty of change. 


C. S. Lewis said “We all want progress. But progress means getting nearer to the place you want to be and if you have taken a wrong turning, then to go forward does not get you any nearer.” When our current path is not taking us towards our goal, if we really wish to achieve our goal we must change our path, no matter how difficult that may be.


Why do so many of us keep doing what we have always done, even though we are unhappy with the results. Andy Stanley says it is because “We become so comfortable with how we do what we do, that we forget why we do it and who we do it for.” Paying attention to our purpose, our destination, and frequently adjusting how we get there is what leads to success. 


The pandemic has brought many changes, most of which we had no control over. Since, when we are in control, we feel more confident about being effective, our stress levels increase when our circumstances change rapidly. We are living in a whirlwind of change which we may be tempted to resist. Yet, if we don’t want to be left behind the norm, it is important for us to embrace the most important changes in our circumstances.


Since it is best to focus on only a few changes at a time, it is important to make the most important changes first. Let’s take Stephen R. Covey’s advice to “Begin with the end in mind.” This requires that we are crystal clear on the end result from our work. Where are we headed? What are we providing to our customers? Why does the organization exist? Leaders must define the intended results and continually communicate the desired end to every employee and volunteer. 


Once there is clarity about the purpose and goals of the organization, then it is time to develop an effective way to get there. What are the processes that will best achieve the end results? Regularly evaluate progress towards the intended end result and focus all workplace changes on improving end results.


Since the world around us is always changing, we frequently need to change aspects of our lives. When we focus on WHAT we want to achieve, are clear on WHY this is important, and then adjust HOW we do our work and live our lives to achieve our goals, the benefits of changing will outweigh the stress of changing. 


May you embrace quality change and be the better for it!

Put Your Brain in Gear When Using AI

By Cathie Leimbach • June 16, 2026
Artificial Intelligence is becoming a powerful workplace tool. It can summarize information, analyze data, draft content, and generate ideas in seconds. But there is a growing risk leaders need to recognize: AI can sound convincing even when it is wrong. In an article by Erica Dhawan, she describes a legal case where attorneys used ChatGPT to help prepare a court filing. The brief looked professional, the reasoning seemed logical, and the citations appeared legitimate. There was only one problem: several of the cited cases did not exist. The AI had fabricated them. The danger wasn't carelessness. It was trust. Because the information was presented clearly, confidently, and professionally, nobody stopped to question it. Psychologists call this the "fluency heuristic"—our tendency to assume information is accurate when it is easy to process and sounds credible. As leaders, we cannot allow polished answers to replace critical thinking. When you find yourself thinking, "This is too good to be true," put your brain in gear. Dig deeper. Investigate. Verify the facts. Ask what assumptions were made, what information might be missing, and what evidence supports the conclusion. AI can be an incredible assistant. It should never become a substitute for judgment. The smooth answer is not always the wrong one—but it is often the one that deserves the most scrutiny. Before You Act, Verify. The biggest risk with AI isn't bad information. It's believable information that's wrong. That's why we created the AI Verification Checklist for Leaders —a simple 5-minute tool designed to help leaders challenge assumptions, identify missing information, verify conclusions, and make better decisions before acting on AI-generated recommendations. Download the free AI Verification Checklist for Leaders and start asking better questions before making important decisions.

If Employees Aren't Growing, Performance Isn't Either

By Cathie Leimbach • June 9, 2026
Most leaders want better performance. They want employees who take ownership, solve problems, adapt to change, and consistently deliver results. Yet Gallup reports that only 31% of employees are engaged at work. That means nearly 7 out of 10 employees are not fully applying their talents, effort, and initiative to their roles. The question leaders should be asking isn't simply: "Why aren't employees performing?" It's: "Are we developing people to perform at their best?" Gallup's latest research suggests many organizations may be falling behind. Nearly 6 in 10 CHROs say employee development is one of the areas where their organization struggles most. At the same time, fewer than half of U.S. employees have participated in training or education to build new skills for their current job. That gap creates risk. As AI, technology, customer expectations, and job responsibilities continue to evolve, employees cannot meet changing expectations with outdated skills. The impact is especially significant among high performers. Gallup found that organizations providing fewer development opportunities are more likely to lose their best people. The good news is that development doesn't require expensive programs or lengthy workshops. It starts with leaders who consistently: • Connect strengths to daily work • Clarify expectations • Provide meaningful feedback • Coach performance • Hold growth-focused conversations  One of the most effective ways leaders can support employee development is through regular 1-on-1 meetings with each direct report. These conversations create opportunities to coach, remove obstacles, align priorities, and discuss growth before problems become bigger issues. For practical ideas, read our resource: 5 Factors in Successful 1-on-1s . Organizations that thrive won't simply expect more from employees. They'll develop people so they can contribute more. Because when employees grow, performance grows with them.