The Right Tools and Resources Increase Engagement and Productivity

Cathie Leimbach • November 2, 2021

Employees are more productive when they have the right tools and resources to do their job. A recent Gallup poll determined that less than 40% of employees responded that they had the materials and equipment needed to do their job well. That means that 6 out of 10 don’t. It is not hard to imagine how that impacts overall productivity, employee engagement, and your company’s bottom line.

 

Research also shows that when employees are equipped with what they need, they demonstrate higher customer engagement and increased productivity, strengthening your bottom line. Equally important, safety records improve, engagement and results increase, and employees experience less stress. 

 

As managers, one of your primary focuses is on equipping your direct reports for success. This includes advocating to make sure they have everything needed to do their job well. Depending on your organization, this may involve recommending better tools and a stronger emphasis on technology to increase efficiency and communication.

 

The increase of remote and hybrid work arrangements has made resource management even more critical. When Covid forced workers to begin working remotely, often they were sent home with little more than their laptop. Many companies scrambled to put in place the technology and other tools required to help their employees be efficient and productive in new circumstances. Data shows that many employers will continue with some sort of hybrid arrangement, and employees will continue to work remotely for some part of each week. The importance of evaluating whether your employees have the tools and resources they need while working in different locations will continue.

 

Stress levels are reduced, and the mental health of your employees improves when they have the tools and equipment to do their job well. Your employees’ frustration and stress increase when they are tasked with a job and can’t provide the desired outcome because of a lack of resources. 

 

Best practices for you to follow as a manager include:

  • Remember that what you do is more important than what you say. The most effective managers are vigilant in looking for new ways to make their team more effective – without being asked.
  • Identify the equipment and tools that each employee needs to do their job effectively. 
  • Create an inventory of the standard materials and equipment available to each of your employees. Identify and document what else is needed and work to procure it for your direct reports.
  • Ask your team what resources and tools they need to be more productive and efficient in their work. Many times, minor, relatively low-cost accommodations make a significant difference.
  • For employees working at home confirm that they have the tools they need to do their work. Even if you have discussed needs previously, it is worth checking in every few months. Items to consider include:
  • Laptop – fast enough with enough processing speed? Have any functional needs changed?
  • Monitor(s) – frequently working with two monitors increases productivity significantly.
  • Webcam and headset for Zoom calls.
  • Necessary software
  • Internet service that is fast enough to make connecting to cloud-based platforms as seamless as possible
  • A printer that is fast enough and a standard way to replace cartridges, etc.
  • Adequate workspace, including a desk and chair. As well as having a desk at the office, making sure their workspace at home is efficient is a minor investment for increased productivity. Consider identifying coworking sites for employees’ use as an additional resource.

 

When employees have the right tools and equipment to do their job well, they are more productive and efficient. Equally, your teams’ perception that you are supporting them with the tools they need to do their job increases productivity, serves as an additional motivator, and helps with employee engagement.

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.