The Value of Collaboration

Cathie Leimbach • March 22, 2022

Study after study shows that collaboration improves productivity and results, yet few organizations are highly collaborative. Collaboration involves multiple people or organizations working together to achieve a common goal. It involves a mutual understanding of and commitment to a desired result and working together with a win/win attitude. 


When people with diverse experiences, knowledge, skills, and resources work together the group makes more informed decisions and adds more value to the organization and/or community. When everyone leverages their strengths, both the individuals and the group achieve more and have a greater sense of satisfaction.


However, collaborating requires us to value each other’s opinions and contributions and to support consensus or majority decisions. We have to avoid the tendency to be in charge, doing things our way. Collaboration requires being interested in other people’s ideas, asking for their suggestions, and listening to their input. It explores multiple options and discusses the pros and cons of each before taking action. Unfortunately, in our society, a competitive mindset tends to overpower collaborative efforts. Fortunately, though, examples of successful collaboration can inspire us to take this approach more often.


Let’s look at two recent successes involving safety services departments in and around the City of Lorain, Ohio.  The media frequently alerts us to discord within police and fire departments, but Lorain’s police department is currently seen as a desirable place to work by many officers throughout Lorain County. Lorain’s Police Chief, Jim McCann, is a collaborative leader. He has an advisory council of several police officers with various positions in the force. When the group meets, he updates them on department initiatives and asks them to provide feedback on what is going well or not so well. He listens to their concerns and queries and explains the rationale behind various decisions. Also, Chief McCann values the leadership role of lieutenants and captains by reminding officers to address day-to-day concerns with them. 


He believes that his strengths are best suited to leading within the department so has delegated community relations to an officer with greater strengths in that area. McCann believes his role as Police Chief includes providing clear expectations, communicating effectively, and equipping and supporting his staff for success. 


Chief McCann also believes in collaborating with neighboring cities. Preparations for and security during President Biden’s recent visit to Lorain involved safety services personnel from Amherst and Vermilion. Chief McCann was quick to give much of the credit for Biden’s safe visit to the strong cooperation among the people from all three cities. They worked so well together that the Secret Service praised them for being one of the best local security teams they have worked with. What a great reputation to have!


Collaboration requires thinking and acting beyond our personal interests with the intent of achieving win/win results. Yes, it takes effort to invite diverse involvement and consider multiple perspectives, but I believe the long-term benefits are well worth the effort. What about you? 

How Managers Drive 70% of Performance

By Cathie Leimbach • February 17, 2026
Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers. Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies. Managers either multiply energy or drain it. Clear, supportive managers raise performance. Avoiding, inconsistent managers quietly lower it. The good news? Small habits make a big difference: Clarifying expectations Giving timely feedback Addressing issues early Reinforcing priorities These moments add up. Instead of telling managers to “motivate people,” try asking: Where might expectations be unclear? Where is inconsistency allowed? What conversation is being avoided? When managers improve just a little, results improve a lot. 👉 Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.

Why Engagement Isn’t About Perks

By Cathie Leimbach • February 10, 2026
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.