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.  

They Can't Read Your Mind. Tell Them You Appreciate Them.

By Cathie Leimbach • October 13, 2026
"I thought you knew I appreciated your work." Kate hadn't planned to say those words in a one-to-one. But when a team member told her, "I'm never quite sure whether you think I'm doing a good job," she was caught off guard. He was someone she relied on. He helped new colleagues settle in, handled difficult customers calmly, and often spotted problems before they got bigger. Of course she valued him. Then she tried to remember the last time she'd told him, and what she'd actually said. There was a quick "Thanks, everyone" at the end of a meeting. A "Great work" in a team email. But she couldn't recall ever telling him what she had noticed about his contribution. Kate had been worried about rising absences and a team that seemed less involved. Praise wouldn't explain or fix every issue. Still, this conversation raised a question she hadn't considered: how many people on her team were feeling their efforts weren’t noticed or appreciated? It's easy to assume people know we appreciate them, especially the ones who quietly get on with the job. We turn our attention to whatever needs fixing, and we don’t acknowledge the people who are doing good work. Meanwhile, people who never receive thanks start to wonder if they are noticed, pull back, stop offering their ideas, and start job hunting elsewhere. Try this week: Look for one contribution each person on your team is making . Tell them what you notice about their work and why it matters. Instead of simply saying, "Good job," try: "Thanks for staying ten minutes past shift change to walk Jamie through the new changeover on Line 3. She now knows exactly what to do instead of guessing." Three elements of meaningful praise are: Be specific. Name what they did and the effect it had. Keep it natural and proportionate. A quiet word can mean a lot. Recognition doesn’t have to be in front of the whole team. Let it stand on its own. Don’t add a "but" or a new request right after the positive feedback. Sincere, specific praise helps people feel seen. It builds rapport because you're showing you notice how they contribute, not just whether the task got done. And people are more likely to speak up and share ideas when they feel heard and connected to the people they work with.  Conversation is Where Leadership Happens™ How often does your appreciation go unspoken? Join our Workplace Conversations Clinic on October 19, 3:00 to 3:30 PM, live on Zoom. You'll practice giving praise that feels natural and helps people feel valued. You'll also have the chance to practice other difficult workplace conversations, from raising concerns to working through disagreements. Reserve your place here!

“All Good” is Never a Good Response

By Cathie Leimbach • October 6, 2026
“All good,” they said. But Sarah wasn’t so sure. In the team meeting, just two people did most of the talking. Team members who once offered ideas just waited for the meeting to end. Three people called in 'sick' on the day of our monthly planning and progress-review meeting. Today was just another day with her disengaged team. Sarah realized that whenever she asked others how things were going, she got the same response: “All good.” It never failed that within a day or two of what seemed like positive feedback, a problem surfaced. It might be that they didn't know how to proceed with a new project. Or they were trying to hide a mistake they made. Things definitely were not "All Good". Then, she thought about the questions she usually asked. “Everything on track?” “Will that be ready by Friday?” She wanted to know how her people were progressing with their work. But she had asked closed-ended questions, so she got brief responses that told her nothing. At her next one-to-one, she asked, “How have things been for you lately?” “Fine. Busy.” She almost moved on. But, instead, she dug a bit deeper. “What’s been making things especially busy?” This time, the answer was different. There were competing demands she hadn’t known about. A concern that had gone unspoken. And a feeling that nobody really talked anymore unless they needed help with something urgent. This one conversation provided important information. It gave her a place to start moving forward to improve engagement and results. If you can relate to Sarah's struggles, here are some tips to help you stay on top of how your employees' work is truly going. Absenteeism and disengagement can have many causes. We can't begin to understand them by accepting thoughtless answers. We need to create an environment where people feel comfortable sharing what’s really happening. Interpersonal rapport is essential. It grows through small moments: asking a thoughtful question, listening without rushing to solve a concern, remembering what someone said, and checking back. This week, try asking a couple of specific open-ended questions such as: “What’s been going well for you?" And "What’s been difficult?” Let the answers guide your next questions. Give the person room to share. Then, a few days later, follow up. “You mentioned the client report deadline was going to be hard to meet. How’s it going?” Then, "What help do you need?" When you take a few minutes for such check-ins, employees feel more supported than if you just ask, “How are you?”, as you are walking by. It indicates: I heard your concern. I remembered. I’m interested. I want you to succeed. Your team members are more likely to get involved, be honest with you, and share ideas when they feel heard and connected to the people they work with. Want to get more comfortable starting those conversations? Join our Workplace Conversations Clinic on October 19 to practice building interpersonal rapport through conversations that matter.  Reserve your place → [registration link]