How to Lead in your New Normal

Cathie Leimbach • July 19, 2021

Covid-19 created unprecedented disruption in every area of life. Businesses had to scramble to enable their employees to work remotely. Your employees were suddenly juggling work and family responsibilities while working from the kitchen table. 

 

Navigating the chaos and uncertainty created opportunities to become more effective leaders.  Managing remote workers required new skills in communication. Supporting employees during this challenging time required empathy. The way work is viewed fundamentally changed. As we emerge from our homes and go back to our offices, employees are requesting to work remotely at least part of the time. Many employers are now planning to have a hybrid model, including remote work options.

 

We aren't magically returning to "the way it was." The new normal looks a lot different.  Your employees are your most important asset. Keeping them motivated, engaged, and productive requires specific leadership skills.

 

Listen. Each of your employees will have their unique reaction to emerging from their homes and returning to work. Use open-ended questions to understand how they are feeling and reacting to the "new normal."

 

Watch for behavioral changes. Many of your employees are dealing with internal stress. Covid-19 was a traumatic event for everyone. Some people will be more deeply impacted than others. If your employee is chronically late, missing deadlines, short-tempered, or impatient, it could be a sign that they are having difficulties with the transition. Follow up on your observations, explain how it impacts the team, and help them make better choices.

 

Go back to your why. Every company exists for reasons beyond profit.  Ensuring that your employees understand what your company stands for and why their role is essential will help with engagement and performance.

 

Keep communication flowing. Ironically, communication in many organizations improved because the teams were working remotely. They learned how to communicate consistently and effectively, experiencing a positive outcome from the disruption. Continue to build good communication into your team's culture and provide staff development opportunities to enhance the skill sets.

 

Build on opportunities.  During the pandemic, certain workplace behaviors arose. Compromise, efficiency, creativity, and compassion became more prevalent among teams. There was a solidarity that came from meeting a shared crisis. These behaviors don't need to go away. They elevate your workplace culture and your company's bottom line. A successful return to work plan needs to include ways to support and integrate these behaviors in the culture going forward.

 

The "new normal" is different than normal before the pandemic. Organizations had to learn how to react quickly to changing circumstances. Teams had to learn to work together in new ways. Managers were required to figure out how to lead differently. Out of the chaos and disruption came opportunities to strengthen culture, develop skills, and build trust that the work would get done, even if people worked remotely. Continuing to build on those learnings will help to keep your employees engaged and productive. And, your organization will be better prepared to act nimbly when facing any business challenge.

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

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.