Learning Lessons from 2021

Cathie Leimbach • December 28, 2021

We are at the end of another year like no other. The incredible rate of change in our lives over the past couple of years has exceeded our normal capacity to comfortably handle uncertainty. Society has been challenged by the spread of Covid, the supply chain crisis, and the decrease in the working age population (as the birthrate continues to decrease). Being resilient, finding ways to move forward differently, has become essential for success!


Resilience requires knowing where you want to go, reflecting on what has and has not been helping you get there, and making changes that increase your success. This week is a good time to remind yourself what you were trying to accomplish this year, reflect on what helped you or hindered you, and decide what you will change to have a more successful 2022.


First, what were you trying to accomplish? What were your revenue or profit goals? What were your quality goals? How were you planning to maintain or grow your business? Did you meet, not meet, or exceed your goals?


Second, what helped you achieve the results you had and what hindered you from doing better? Continue to do the things that helped your success and stop doing the things that hindered your success. For example, one thing that helped me achieve my 2021 goals was outsourcing more administrative tasks to free up time for prospecting and program delivery.  I contracted to diverse individuals. To some I delegated tasks in which I was competent to others who also had the required skill base. To others I delegated tasks in which they were highly skilled so I wasn’t floundering in areas that don’t come easily to me. I will continue to contract out a diversity of tasks in 2022. On the other hand, one thing that limited my success was not planning my week’s and day’s work in advance. I will stop starting my work week without reviewing the full scope of the tasks ahead of me and I will stop starting my work day without blocking off time on my day planner for each priority task.


Third, what do you need to start doing to be more successful next year. For example, I need to think ahead about the upcoming tasks that others could be doing for me and delegate them in advance to free up even more of my time for the work that only I can do.

What do you notice when you reflect on 2021? What will you Start, Stop, and Continue so that 2022 is a successful year for you?

   

Same Conversation, Different Expectations: Why One-on-Ones Need a Clear Close

By Cathie Leimbach • September 29, 2026
Jason left his one-on-one feeling encouraged. His supervisor, Ellen, had listened as he described competing deadlines and his interest in becoming a team leader. They talked about the possibility of shifting some of his workload. Ellen also suggested that training might help him prepare for a leadership role. "Let's work on that," she said. Jason thought help was coming. Ellen thought Jason would bring her a plan. Two weeks later, the deadlines were closer. Nothing had been reassigned. Neither had looked into training. During their next one-on-one, Ellen asked how things were going. "I'm still waiting to hear which project you want me to focus on," Jason said. "I thought we agreed that you would work that out." "And the leadership training?" "Did you find a course?" Jason paused. "I thought you were going to recommend one." They had discussed the same topics. They had left with different expectations. Neither intended to let the other down. But they hadn't agreed on who would do what, or when. Turn a Good Conversation into Clear Next Steps Listening matters. So does what happens after you listen. Before you end your next one-on-one, take a few minutes to make sure you and your employee understand what comes next. Talk about priorities. If everything can't be done at once, agree on what comes first. Ask what might get in the way, and what support would help. Make room for professional growth, too. What does the employee want to learn? What responsibility would they like to prepare for? Identify a step you can each take to move that development forward. Then write down your agreements. Keep the notes simple: what needs to happen, who will do it, and by when. Include your own commitments. Putting It Into Practice Ellen and Jason tried again. "The client proposal comes first," Ellen said. "I'll talk with Marcus today about taking over the weekly report. By Friday, I'll let you know whether he can." "I'll find two leadership courses before our next meeting," Jason said. "Then we can talk about which one fits." Both Jason and Ellen knew what to do next. The following week, both reported their findings and they made decisions on how to move forward. Jason’s work became more aligned with Ellen’s departmental goals. Jason felt valued and appreciated. Their weekly one-to-ones became the backbone of their workplace success. Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register Here

Want High-Performing Employees? Make Expectations Clear During One-on-Ones

By Cathie Leimbach • September 29, 2026
Sally appreciated that her supervisor made time for weekly one-on-ones. It made her feel valued. But after 18 months with Emerald Corp, something was missing. She rarely received feedback. Her supervisor didn’t tell her what she was doing especially well—or where she needed to improve. And although the company had promised continuing education when she was hired, no development opportunities had materialized. Sally loved learning. Several next-level positions interested her, but she knew she needed additional knowledge and skills. Meanwhile, two college classmates working in other departments had already been promoted. She was a fast learner. She was getting bored. And she was beginning to wonder whether she had a future at Emerald. So Sally started applying elsewhere. During Monday’s one-on-one, she asked her supervisor whether he would serve as a reference. He was stunned. “You’re doing well,” he said. “There are lots of opportunities for you here.” Sally asked whether he would support her applying for an internal position. “Well, you’re doing fairly well,” he replied, “but there are several things you could be doing better. You’d also need more experience or training before you’d be ready for the next level.” Sally was confused. “What should I be doing better?” Her supervisor mentioned a few areas for improvement. “Why haven’t you told me this before?” Sally asked. “No news is good news,” he replied. “You’re certainly not at risk of losing your job.” “But you’re telling me I’m not ready for a promotion. How am I supposed to improve if I don’t know what you expect?” Her supervisor assumed Sally would figure it out over time. Sally had assumed she was already meeting expectations. Both assumptions were costly. Within days, Sally had two interviews with other companies. One-on-Ones Should Help Employees Succeed Employees shouldn’t have to guess what high performance looks like. One-on-ones are an opportunity to make expectations clear and help employees become more successful. Talk about what they are doing well. Be specific about where improvement is needed. Ask about their challenges, interests, and future goals. Then provide the coaching, training, and support that can help them succeed. Don’t wait until an employee asks for a reference to talk about their future. Ask before you assume. Conversation is where leadership happens™ Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register HERE