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?

   

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.

The Culture Problem Most Leaders Don’t See—Until It Shows Up in Results

By Cathie Leimbach • April 28, 2026
Most CEOs don’t wake up worrying about culture. They’re focused on growth, margins, execution. But culture quietly determines all three. Because when people feel disconnected, something subtle happens: Execution slows Ownership drops Problems surface later—and cost more Nearly a third of employees describe their workplace as isolated or impersonal. That’s not just a morale issue. That’s an execution risk . And employees don’t “love” a company because of perks. They stay committed when they feel valued. When that’s missing: Effort becomes transactional Communication becomes minimal Discretionary effort disappears The data is clear—when employees feel valued: Attendance improves Conflict decreases Productivity rises This is where many organizations misfire. They try to fix culture with initiatives. But culture is shaped in daily leadership interactions —not programs. And most leaders haven’t been trained to have regular meaningful conversations. They have been promoted to people leadership positions yet not prepared for their new roles. When untrained leaders don’t get topnotch results, it’s not due to a gap in effort or potential. It’s due to a current gap in ability. What can you do about it? Where might your workplace culture be quietly affecting execution—even if performance still “looks okay”? 👉 Join our next 45-minute Leadership Conversation— Workforce Challenges . We’ll explore how culture impacts performance—and what leaders can actually do about it.