When Employees Choose Their How

Cathie Leimbach • February 1, 2022

When employees have the freedom to decide how to do their work satisfaction, retention, and productivity increase. Human beings like to make a difference in the world around them. They want to matter. They want the freedom and satisfaction of having some control over their life and what they do at work. When they feel valued and trusted by being given some freedom to decide how to do their work, they become more productive and loyal.


Organizations want to hire the best employees. They are seeking people who can help the company achieve its goals without handholding, individuals who can solve everyday problems and pivot their focus to meet tight timelines or handle emergencies. Yet, many supervisors voice their frustration when staff stray from the way they were taught to do the job.


The owner of an employment firm whose clients are small family-run businesses explained the dilemma well. His clients want employees who will follow his hour-by-hour instructions on the days he is working, yet, when the owner is on vacation he expects his staff to achieve the same quality and quantity of work and make the same decisions as he would have. We can’t have both worlds.


However, before employees can effectively decide how to do their work, leadership has to prepare them for success. This includes:

  • Having and communicating clear company goals and setting the measurable results you expect from each employee
  • Defining and communicating company values to guide the employees in their workplace behaviors and decisions
  • Assigning employees a right fit position that allows them to use their strengths and interests at work at least part of every day or week
  • Equipping them with the knowledge and skills needed to do the job well
  • Showing them one way that achieves the desired output and coaching them to follow that process to get the desired results


Now, they know why the company exists and what makes it successful. And you and they have evidence that they can achieve the desired results. 


At this point, it is time to give your employees freedom in how to do their job. Many will figure out a tweak to the process that allows them to do their work more quickly. Others will adjust the order of their tasks to match their personal energy levels. Some will come up with a great new idea that reduces the cost of production or provides added value to the customer. They may even solve a workplace problem that has been frustrating their colleagues for years.


And, they will enjoy their work, have some control over their day, like making a difference, and become a long-time value-adding employee. All because you prepared them and trusted them to decide how to do their work.   

If Employees Aren't Growing, Performance Isn't Either

By Cathie Leimbach • June 9, 2026
Most leaders want better performance. They want employees who take ownership, solve problems, adapt to change, and consistently deliver results. Yet Gallup reports that only 31% of employees are engaged at work. That means nearly 7 out of 10 employees are not fully applying their talents, effort, and initiative to their roles. The question leaders should be asking isn't simply: "Why aren't employees performing?" It's: "Are we developing people to perform at their best?" Gallup's latest research suggests many organizations may be falling behind. Nearly 6 in 10 CHROs say employee development is one of the areas where their organization struggles most. At the same time, fewer than half of U.S. employees have participated in training or education to build new skills for their current job. That gap creates risk. As AI, technology, customer expectations, and job responsibilities continue to evolve, employees cannot meet changing expectations with outdated skills. The impact is especially significant among high performers. Gallup found that organizations providing fewer development opportunities are more likely to lose their best people. The good news is that development doesn't require expensive programs or lengthy workshops. It starts with leaders who consistently: • Connect strengths to daily work • Clarify expectations • Provide meaningful feedback • Coach performance • Hold growth-focused conversations  One of the most effective ways leaders can support employee development is through regular 1-on-1 meetings with each direct report. These conversations create opportunities to coach, remove obstacles, align priorities, and discuss growth before problems become bigger issues. For practical ideas, read our resource: 5 Factors in Successful 1-on-1s . Organizations that thrive won't simply expect more from employees. They'll develop people so they can contribute more. Because when employees grow, performance grows with them.

Culture Is Built in Conversations

By Cathie Leimbach • June 2, 2026
Most leaders want stronger culture. Less silo thinking. Better accountability. More ownership. Healthier teamwork. Higher engagement. But culture rarely changes because of posters, slogans, or mission statements. It changes through thousands of conversations leaders have every week. That’s one reason Jim Brown’s book, The Imperfect CEO , stands out. Rather than focusing on leadership image, the book centers on the real work of building trust-centered organizations. Shari Seckler, CEO of PenFinancial Credit Union, wrote:  “This book shows why collaboration and culture aren't soft – they're the backbone of lasting success.” Marc Jeffreys, President of Revision University, described it this way: “Jim Brown’s framework helps leaders foster environments where trust grows, purpose strengthens, and teams move forward together.” In our Conversational Management work, we consistently see that culture is shaped by how leaders handle everyday moments: difficult feedback missed expectations recognition conflict coaching conversations accountability discussions collaborative decision-making Employees usually decide whether they trust leadership based on these interactions far more than company messaging. That’s why books like The Imperfect CEO matter. They remind leaders that organizational health is not built through perfection. It is built through clarity, humility, consistency, and meaningful conversations repeated over time. If you lead people, this book deserves your attention. Order your copy today.