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?

   

"Produce More" Isn't a Goal

By Cathie Leimbach • November 10, 2026
For the tenth day in a row, production missed its target. Barry, the production manager, was frustrated and worried. Customer orders were piling up, inventory was running low, and he had no idea how to get things back on track. Even the VP of Manufacturing and HR had no helpful answers. Meanwhile, Joe, one of the line supervisors, couldn't understand why Barry was so upset. He'd heard through the grapevine that sales were down. So why was producing less such a big deal? Barry was baffled. He'd told his supervisors to increase production. Why weren't they pushing their teams harder? He pulled up the AI summary from Monday's "What's Up This Week" meeting. There it was. He'd asked the supervisors to produce more than last week because a large customer order had to ship the following Monday. But had he made his expectations clear? Barry thought he'd given a goal. Joe thought he'd heard a suggestion. Neither knew they weren't on the same page. Sound familiar? When expectations are fuzzy, even good employees miss the mark. The result: frustrated managers, confused employees, missed targets, and disappointed customers. LEADERSHIP TIPS: THREE STEPS TO STRONGER PERFORMANCE 1. Make expectations crystal clear. Explain what needs to be done, by when, and why it matters. Instead of saying "produce more," Barry could have said, "We need 200 additional widgets by Friday to fill a 500-widget customer order that ships Monday." Then he could have asked each supervisor what their line could realistically produce and what support they needed. A two-way conversation builds clarity and commitment. 2. Monitor progress daily. Don't wait until Friday to discover the team is behind. Review production results with supervisors every day. Compare actual output with the weekly goal, and recognize progress along the way. Ask, "Are we on track? What might keep us from reaching our target?" 3. Take corrective action before shortfalls grow. When production falls behind, don't just demand better results. Start a conversation. Ask, "What's getting in the way? How can we catch up? What help do you need from me?" Then work out a plan together, agree on who's doing what, and follow up to make sure it happens. Strong performance doesn't come from pushing people harder. It comes from clear expectations, regular monitoring, and shared accountability. When leaders explain what matters, listen to their people, and help remove roadblocks, employees are better equipped and more motivated to deliver. Conversation is Where Leadership Happens™ Say what matters. Ask what's in the way. Agree on next steps. Missed targets, fuzzy expectations, or a talk you keep postponing? Bring it to the Workplace Conversations Clinic on November 16. We'll discuss how to have that conversation with kindness and clarity. Register Here

Be Kind to Your Team AND Hold Them Accountable

By Cathie Leimbach • November 3, 2026
Tammy was furious. For the third day in a row, the hydraulic hose assembly line was falling behind. How could they keep customers happy when production was this slow? The target was 50 hoses per hour, with at least 98% meeting quality standards. Yet, after two hours, Tom's team had produced only 65 hoses, and six had failed inspection. Tammy marched over to Tom, the line supervisor. “This is unacceptable! You know our targets. Get your people moving!” She stormed off, frustrated and worried about falling further behind. Tom felt embarrassed and discouraged. He told his team to work faster. An hour later, production was still behind, and more hoses had failed inspection. Leadership Tip – Correct Kindly, Solve Problems Together Corrective action doesn't need to be harsh. A calm, respectful conversation can improve both performance and trust. Clarify the gap. Remind the employee of the agreed expectation and describe what you've observed. “Tom, our target is 50 hoses per hour, with 98% meeting standards. Your team produced 65 in two hours, and six failed inspection.” Explore causes and solutions together. Ask, “What's getting in the way?” Listen carefully. Perhaps a crimping machine needs adjustment or a new employee needs coaching. Ask, “What could we do differently? How can I help?” Agree on next steps. Ask Tom to summarize what he'll do. State what you'll do to support him. Agree on when you'll review progress. Bottom Line Kindness doesn't mean lowering expectations. It means helping people meet them. Conversation is Where Leadership Happens™ Be kind. Be clear. Hold people accountable. Have a conversation you’ve been putting off because you don’t want to sound harsh—or let the issue slide? Bring it to the Workplace Conversations Clinic on November 16 to discuss addressing the problem with kindness, setting clear expectations, and agreeing on next steps. Reserve your spot for the November 16 Workplace Conversations Clinic → HERE