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!

When the Boss "Bosses People Around"

By Cathie Leimbach • August 25, 2026
This probably isn't the company you imagined building. You wanted a team that solved problems, took ownership, and helped move the business forward. Instead, somewhere along the way, you became the person who answers every question, makes every decision, and tells everyone what to do. The interruptions never end. Every day starts with a plan and ends with another list of problems that somehow became yours to solve. You work harder than ever yet still feel like you're falling behind. Another good employee resigns. Another supervisor struggles. Another improvement initiative loses momentum. You leave work mentally exhausted, wondering why everyone seems busy—but so little actually changes. Your employees feel it, too. When people learn that every decision runs through the boss, they eventually stop making decisions of their own. When leaders spend most of their time directing every task, correcting every mistake, and solving every problem, people gradually stop thinking for themselves. They become cautious instead of confident. They stop offering ideas because they're not sure anyone wants to hear them. Ownership fades. Enthusiasm disappears. The culture slowly shifts from people wanting to contribute to people simply trying to get through the day. Ironically, the more a boss has to boss people around, the less ownership employees take. Before long, leaders become firefighters instead of business builders. Instead of building the company they envisioned, they're simply trying to survive another week. The surprising news is that this cycle usually isn't caused by a lack of effort. The frustrating part is that working harder rarely fixes it. In fact, the harder many leaders push, the more dependent their people become. What feels like the solution often becomes part of the problem. Talking through your leadership challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective helps you see what your organizational chart or production reports don't. Conversation is Where Leadership Happens™ You don't have to figure it all out alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic September 21. Join Cathie Leimbach and other leaders for a practical conversation about the people challenges you're facing—and leave with fresh perspectives you can put to work. Register Here

The Empty Chair Is Trying to Tell You Something

By Cathie Leimbach • August 18, 2026
An empty workstation gets your attention. What caused it should keep your attention. When attendance becomes a problem, the first response is often to review the policy, document the absence, or find someone to cover the shift. Those things may be necessary. But they don't tell you why the problem is happening. A conversation might. Instead of starting with “Why do you keep calling off?” try “I've noticed you've missed several days recently. What’s going on?” Then listen. You may hear about something outside of work. But you may also discover frustration with a supervisor, conflict with a coworker, unclear expectations, scheduling difficulties, or an employee who no longer feels valued. Understanding the reason doesn't mean ignoring attendance expectations. It means you know what you're actually dealing with. Also, look for patterns. Is absenteeism higher on one shift? In one department? Under one supervisor? Did it increase after a schedule or leadership change? Those patterns may tell you where another conversation needs to happen. Most importantly, don't wait until attendance becomes a disciplinary issue to start talking. Check in with employees. Ask what's making their work harder. Ask what they need from their supervisor. And when someone raises a concern or makes a suggestion, be sure to tell them what action you are taking or why their idea won’t be implemented. The goal isn't to eliminate accountability. It's to address problems before accountability is the only conversation left. Conversation is Where Leadership Happens™ You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on September 21. Gain insights from Cathie Leimbach and other attendees. Register here for the FREE Workplace Conversations Clinic