Make Your 2021 Great!

Cathie Leimbach • January 7, 2021

One of the outcomes of 2020 for many of us was the opportunity to hit the “pause” button temporarily. It gave us some space to contemplate what worked and what didn’t pre-Covid. Yet, saying goodbye to 2020 hasn’t changed day-to-day life for most of us.

Saying hello to 2021 and embracing the New Year lets us write our own story for the next 12 months. The one thing we can all do is control how we react to the environment within which we work and live. A shift in mindset and some planning can provide an impetus to remain more positive and energized. 


We can decide to focus on the things that matter to us. What would you like to change about your life and your work? And what are a few actions you can take to create that change? The good news is that it isn’t complicated. You can create a simple plan in less than an hour. Selecting the high impact actions to take consistently will yield impactful results.


We’ve all fallen into the trap of New Year’s resolutions. Setting ourselves up for failure because the goals and habits we have identified are not sustainable. It isn’t easy to develop new habits.  We are most successful at achieving them when we work on no more than three areas of improvement and start small.


Here are some ways to get started:

  • Start with the end in mind. Identify what you really want to achieve and how you will get there. 
  • Decide what measures you will have in place to track progress. For example, one of my goals is business growth in 2021. I am monitoring progress by tracking the strategies I am using. And, adjusting if what I am doing is not working.
  • If you have a long list, pick the three most important or most doable ones to work on first.
  • State your desired result in each area.
  • Commit to 2 or 3 actions you will take every day or week towards achieving your desired result.
  • Track your progress daily or weekly.
  • Write down a reward that will motivate you to stay focused but won’t break the bank.


Here is an example from my 2021 action plan. I am focused on experiencing stronger connections with friends, family, and professional contacts. My overall intent is to feel more satisfied with my interpersonal relationships, so my measure will track my level of satisfaction each month.  Here is the breakdown of the actions:

  • Reach out to an extended family member, friend, neighbor, or community member every day.
  • Connect with two professional contacts weekly to stay in touch.
  • Ask how I can help and look for ways to make a positive impact.


I’ve already connected with several people this week and discovered ways to have physically distanced catchup conversations on the porch or during walks. Having phone conversations with my sister and my aunts and uncles during other walks helped me feel connected to my family. A Zoom call (yes, another one) with a business contact helped me catch up on business and personal news.

My satisfaction with relationships and connections has already risen. What a great reward for taking some very do-able actions consistently.


What parts of your work or personal life would you like to change in 2021? I encourage you not to stay stuck in wishing mode. Develop a goal and action step plan and implement it. Take control of your life and create your preferred future!


I would love to hear about the goals you set for 2021 and your progress towards achieving them!



If you wonder how your family or workplace could develop a plan for 2021, email me, and I will send you a group goal setting process that you can accomplish in an hour. If you might like someone to facilitate the development of a basic 2021 plan for your organization, set an appointment for us to talk. 

“All Good” is Never a Good Response

By Cathie Leimbach • October 6, 2026
“All good,” they said. But Sarah wasn’t so sure. In the team meeting, just two people did most of the talking. Team members who once offered ideas just waited for the meeting to end. Three people called in 'sick' on the day of our monthly planning and progress-review meeting. Today was just another day with her disengaged team. Sarah realized that whenever she asked others how things were going, she got the same response: “All good.” It never failed that within a day or two of what seemed like positive feedback, a problem surfaced. It might be that they didn't know how to proceed with a new project. Or they were trying to hide a mistake they made. Things definitely were not "All Good". Then, she thought about the questions she usually asked. “Everything on track?” “Will that be ready by Friday?” She wanted to know how her people were progressing with their work. But she had asked closed-ended questions, so she got brief responses that told her nothing. At her next one-to-one, she asked, “How have things been for you lately?” “Fine. Busy.” She almost moved on. But, instead, she dug a bit deeper. “What’s been making things especially busy?” This time, the answer was different. There were competing demands she hadn’t known about. A concern that had gone unspoken. And a feeling that nobody really talked anymore unless they needed help with something urgent. This one conversation provided important information. It gave her a place to start moving forward to improve engagement and results. If you can relate to Sarah's struggles, here are some tips to help you stay on top of how your employees' work is truly going. Absenteeism and disengagement can have many causes. We can't begin to understand them by accepting thoughtless answers. We need to create an environment where people feel comfortable sharing what’s really happening. Interpersonal rapport is essential. It grows through small moments: asking a thoughtful question, listening without rushing to solve a concern, remembering what someone said, and checking back. This week, try asking a couple of specific open-ended questions such as: “What’s been going well for you?" And "What’s been difficult?” Let the answers guide your next questions. Give the person room to share. Then, a few days later, follow up. “You mentioned the client report deadline was going to be hard to meet. How’s it going?” Then, "What help do you need?" When you take a few minutes for such check-ins, employees feel more supported than if you just ask, “How are you?”, as you are walking by. It indicates: I heard your concern. I remembered. I’m interested. I want you to succeed. Your team members are more likely to get involved, be honest with you, and share ideas when they feel heard and connected to the people they work with. Want to get more comfortable starting those conversations? Join our Workplace Conversations Clinic on October 19 to practice building interpersonal rapport through conversations that matter.  Reserve your place → [registration link]

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