What Are Your Employees Thinking?

Cathie Leimbach • June 21, 2022

How many times have you said, “I wish I knew what they were thinking”? Despite having the ability to make this wish come true, most of us continue to ‘wish’ instead of taking action. A simple question such as “How did you decide to do the job that way?”, would tell us what they were thinking.  

Sometimes, our frustrated ‘what was he thinking’ is the result of an employee making mistakes. At other times, we are commenting on the unique and effective approach they took. When we respond to either situation with an interest in truly understanding what influenced their actions, we build rapport with our employees and help them feel they and their ideas matter to us. We also learn what they were thinking.

When talking with an employee who has made a mistake we might ask:

  1. “What result are you wanting to get?”
  2. “How well does this result match up with what you wanted?” 
  3. “What happened that you didn’t get the result you wanted?”  “What steps did you take when doing the job?”
  4. “What can you do differently next time?” (If they don’t know how to correct the mistake, provide additional training or tools to equip them to be successful.)


When talking with someone who achieved good results in a unique way, we might ask:

  1. I noticed that you did that task differently than how you were trained, but you got the results we wanted. “Why did you do it that way?”
  2. “What are the benefits of your approach?”
  3. “What are the possible pitfalls of your approach?”

Thank them for thinking of different approaches. Verbally clarify whether they may continue doing the task their way or, if due to factors such as unacceptable risks or legal compliance, they have to follow the standard procedure.  


Both of these approaches satisfy your wish to know what your employees are thinking. In one situation you are asking the employee to evaluate their own work and to be conscious of the steps they are taking to achieve results. You are also encouraging them to problem solve. In the other, you are rewarding initiative and encouraging creative thinking while also ensuring compliance with necessary parameters. In both, you are guiding employees to achieve quality results and respecting them as valuable human beings.

The next time you are wishing you knew what an employee is thinking, make your wish come true. Ask an open-ended question, listen carefully to the answer, use follow-up questions to clarify their response, and clearly state appropriate actions going forward.  

Thanksgiving: Beyond the Turkey and Thank-You Notes

By Cathie Leimbach • November 25, 2025
As leaders, we know Thanksgiving week is prime time for employee appreciation. But here's the thing—a generic "thanks everyone" email hits differently for different people. Dr. Paul White's research on the 5 Languages of Appreciation in the Workplace offers a smarter approach. Just like people receive love differently, your team members feel valued in distinct ways: through words of affirmation, quality time, acts of service, tangible gifts, or physical touch (think handshakes and high-fives in professional settings). That all-star on your team? She might light up from a handwritten note praising her specific contributions. Your behind-the-scenes problem-solver might feel more appreciated if you help him out by clearing his schedule for an afternoon so he can tackle his backlog. This Thanksgiving, skip the one-size-fits-all approach. Take ten minutes to consider how each team member prefers to be recognized. It's not about grand gestures—it's about matching your gratitude to what actually resonates with each individual. When appreciation lands in someone's preferred language, it doesn't just feel nice. It builds loyalty, boosts morale, and reminds people why they show up every day. That's something worth being thankful for. Curious about what languages are preferred? Click here to learn more!

The Power of Strategic Choice: Making Room for What Matters

By Cathie Leimbach • November 10, 2025
In most organizations, the instinct is to add —more goals, more projects, more meetings. But as Juliet Funt, founder of the Juliet Funt Group, teaches in her Strategic Choice process, real leadership strength lies in deciding what to stop doing . Strategic Choice is the intentional narrowing of priorities—cutting away the clutter so teams can focus on what truly drives results. It’s a disciplined act of letting go: saying no to good ideas so there’s room for the great ones. Funt’s approach challenges leaders to pause, think, and create the mental and operational space their people need to perform at their best. By removing unnecessary tasks and misplaced effort, leaders make room for precision, innovation, and real thinking time. This isn’t about doing less—it’s about doing what matters most. When businesses adopt this mindset, they replace overwhelm with clarity and regain control of their time, energy, and outcomes. For small to mid-sized companies, embracing Strategic Choice can transform busyness into focus—and that focus is where sustainable growth begins. Want a quick visual overview? View Strategic Choice: Making Room for What Matters to see how this process helps leaders focus on what truly drives results.