The Courage to Overcome Divisiveness

Cathie Leimbach • May 24, 2022

We are living in very divisive times. Do we have the courage to overcome the division that stresses our communities and our lives?

Currently, divisiveness in the United States is the greatest it has been since the Civil War, says Chuck Mingo, the founder of Living Undivided. We tend to be afraid of the unknown and afraid to ask questions about things we aren’t familiar with. This fear often results in us lashing out against the realities around us that we done understand. Mingo says this fear is unconstructive, unrelenting, and unresponsive. He has a passion to help people overcome this fear by having the courage to reach out and collaborate with those who are different than us.

Mingo and others suggest that the opposite of fear is courage. Perhaps the best way to overcome fear is to have the courage to get to know people who are different than us. We need to move through our fear courageously, not skirt around the things that we are afraid of.

Courageous love may be the most effective way to overcome the fear of differences.  We can love people who aren’t like us at work, in our families, and in the community if we believe that they are worthy human beings and take time to get to know them. This allows us to understand each other, which usually leads to us finding common ground. Then we can build bridges that reduce divisiveness so everyone can have a less stressful and more meaningful life.

When we live with fear and indifference, we let poor conditions and situations thrive. However, when we have the courage to take the time to listen to each other’s stories and perspectives, we usually discover that we can live side by side without being fearful.

Within your leadership context, where could you be exhibiting courageous love? Where can you build bridges to understanding that add value to your life and the lives of those around you?  

Connectional Intelligence: The Power Skill Behind Big Results

By Cathie Leimbach • December 9, 2025
In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes. Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures: Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious. Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding. Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving. Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals. Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters. Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.

Psychological Safety Isn’t About Smooth Sailing — It’s About Real Growth

By Cathie Leimbach • December 2, 2025
When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need. As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them. A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it. Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this: · You may hear difficult feedback, but it helps you grow. · You are encouraged to take risks, and supported when you slip. · You are stretched beyond your comfort zone, and guided along the way. When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance. To explore more of these ideas, visit R. Michael Anderson's website .