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.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.

Put Your Brain in Gear When Using AI

By Cathie Leimbach • June 16, 2026
Artificial Intelligence is becoming a powerful workplace tool. It can summarize information, analyze data, draft content, and generate ideas in seconds. But there is a growing risk leaders need to recognize: AI can sound convincing even when it is wrong. In an article by Erica Dhawan, she describes a legal case where attorneys used ChatGPT to help prepare a court filing. The brief looked professional, the reasoning seemed logical, and the citations appeared legitimate. There was only one problem: several of the cited cases did not exist. The AI had fabricated them. The danger wasn't carelessness. It was trust. Because the information was presented clearly, confidently, and professionally, nobody stopped to question it. Psychologists call this the "fluency heuristic"—our tendency to assume information is accurate when it is easy to process and sounds credible. As leaders, we cannot allow polished answers to replace critical thinking. When you find yourself thinking, "This is too good to be true," put your brain in gear. Dig deeper. Investigate. Verify the facts. Ask what assumptions were made, what information might be missing, and what evidence supports the conclusion. AI can be an incredible assistant. It should never become a substitute for judgment. The smooth answer is not always the wrong one—but it is often the one that deserves the most scrutiny. Before You Act, Verify. The biggest risk with AI isn't bad information. It's believable information that's wrong. That's why we created the AI Verification Checklist for Leaders —a simple 5-minute tool designed to help leaders challenge assumptions, identify missing information, verify conclusions, and make better decisions before acting on AI-generated recommendations. Download the free AI Verification Checklist for Leaders and start asking better questions before making important decisions.