The Foundation for High Performance

Cathie Leimbach • August 10, 2023

Craig Groeschel, author of The Power to Change, emphasizes 3 leadership behaviors which are necessary in developing high performing employees. He believes that the essence of employee and organizational success is for the leader to consistently:


1.     Be clear about what you expect.

2.     Reward it when you see it.

3.     Correct it when you don’t.


Being clear about what you expect includes telling your employees the specific results you want them to produce. It is important for expectations to include quantities, quality, deadlines, and any financial or procedure limitations. “Focus on producing widgets” is very different than “every day produce 20 widgets that meet quality standards with no more than 5% waste”.  


It is important to fully communicate expectations, yet, about 50% of employees say they are not clear what is expected of them at work. Show employees what a quality finished product looks like. Share expectations in writing, state expectations out loud, and ask employees to explain what is expected and why these results are important. 


Rewarding when you see it means acknowledging employees' good work. This requires you to monitor their work so you know if they are meeting expectations. Productivity is higher when each employee receives specific positive feedback on some of the things they are doing well a few times every week, with at least some of this recognition coming from their supervisor. 36% of people who feel they receive the right amount of appreciation are watching for other job opportunities while 57% of those who don’t feel adequately appreciated are watching for job opportunities.  Especially in a tight labor market, rewarding employees for meeting expectations is a critical tool for increasing retention, productivity, and profit.


Correcting when you don’t see it means having a kind conversation with underperformers. Discuss the gap between what they are achieving and what is expected. Ask what they think is causing the gap. Provide more training, a job mentor, or more effective equipment.  If they don’t know they aren’t doing their work correctly they will never improve. In one study, 86% of people would rather receive feedback about something that isn’t right than continue missing the mark. However, only 48% of people would give feedback. This suggests that when managers develop a habit of speaking to employees about performance gaps, employees will welcome the feedback and their work will improve.


What will you start doing in the next week that will enhance your employees’ workplace success?


1.      Be clear about what you expect.

2.     Reward it when you see it.

3.     Correct it when you don’t.

The Self-Discipline of a Growth Mindset

By Cathie Leimbach • April 15, 2025
A growth mindset means believing you can get smarter and develop new skills through hard work and practice. People with a growth mindset see challenges as opportunities to grow. On the other hand, a fixed mindset means thinking your talents and abilities cannot change much, no matter how hard you try. People with a growth mindset are more likely to exercise self-discipline to learn new behaviors. This helps us adapt to new opportunities. When we push ourselves to try different approaches, we open doors that would otherwise remain closed. This takes courage and commitment, especially at first when new ways of doing things feel uncomfortable or difficult. Our brains have amazing potential to change throughout our lives. When we repeatedly practice new skills or ways of thinking, our brain creates new pathways that make these actions easier over time. What once felt impossible can gradually become second nature.  The hard part is sticking with new behaviors long enough for them to become normal. This is where self-discipline comes in . By consistently practicing different approaches, what once required enormous effort eventually feels natural. This ability to adapt keeps us growing, helps us keep up with our changing world, and unlocks possibilities we might never have imagined.

Why Master Open-Ended Questions

By Cathie Leimbach • April 8, 2025
In today's busy workplace, asking good questions can make you better at your job. Open-ended questions—ones that need more than just "yes" or "no" answers—help you learn more and have better conversations with others. Research shows these questions really work. Gallup found that managers who use open-ended questions have 27% less employee turnover and 18% better productivity. These questions make team members feel safe to share their ideas. Harvard Business Review says that when bosses ask at least four open-ended questions in meetings, teams come up with 42% more creative solutions. By asking instead of telling, leaders get more ideas from everyone. McKinsey discovered that managers who are good at asking open-ended questions find 34% more opportunities for process improvement. These questions help spot problems and challenge old ways of thinking. These benefits go beyond just team conversations. The Journal of Applied Psychology found that salespeople who use open-ended questions with customers make 23% more sales. By better understanding what customers need, they can offer better solutions.  Learning to ask open-ended questions isn't just about talking better—it's a skill that helps you succeed in all parts of work. Click here for more information.
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