Which Leadership Values Limit Your Success?

Cathie Leimbach • October 15, 2020

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As a leader, I have been guilty of limiting the organization's or team's success by violating Stephen R Covey’s second habit, “begin with the end in mind”.


When I have a vague idea of what I want to achieve, my systematic brain starts listing the tasks and possible ways to get there. When it is clear that I have bitten off more than I can chew, I may delegate pieces and step-by-step processes to others. And the struggle begins. 


My team members are usually high capacity people. They can think on their own. They can often use their creativity and strengths to get the work done more effectively than I would have.


But, if I don’t accurately describe what I want them to achieve, there is confusion instead of clarity. If I challenge them to see which person can come up with the best plan to get the work done, I encourage internal competition instead of collaboration. And if I examine their progress several times a day and make little changes that don’t even improve the finished product, they will be groaning about micromanagement rather than feeling empowered to put their best foot forward.


I have also had experiences in leading healthy, high performance teams. In these situations, every team member enhances their competence, utilizing more and more of their potential. I have seen these outcomes when I encouraged clarity, collaboration, and empowerment.


By engaging the full team in discussions about our goals, everyone understands the desired results. Once there is clarity about where the team is headed, team members can collaborate on how to achieve the goals, considering several approaches, developing consensus on the best ones, and assigning roles that leverage each person’s strengths. Everyone now feels trusted to achieve the goals and empowered to make adjustments to the plan along the way. This leads to a healthier, happier, more successful workplace.


Yet, it is common for employees to experience confusion, internal competition, and micromanagement. Few managers regularly provide clarity, reward collaboration, or encourage empowerment. Most leaders have no training in leading people and they aren’t intentional about their leadership practices. Although employees generally wish to add meaningful value at work, their leaders often crush their spirit and initiative, preventing them from reaching their potential.


How can you improve your leadership style so you don’t hold your team members, your team, your organization, and yourself back?


Click here to learn about the "Breakthrough to Inspired Leadership" program which equips managers with the skills to lead people effectively. 

The Leadership Problem Most Companies Don’t Address

By Cathie Leimbach • May 19, 2026
Many organizations assume their biggest challenges are rapidly changing technology, customer retention, and employee initiative. But quite often, the root cause is people leadership problems. That’s one reason The Imperfect CEO by Jim Brown is so timely. Releasing today, May 19, the book explores how leaders build healthier organizations not by pretending to have all the answers, but by creating cultures grounded in trust, clarity, accountability, and meaningful conversations. Brian Besanceney, Chair, Board of Orlando Health, Inc., described the book this way: “Through vivid stories, real-world examples, and a model grounded in collaborative culture, Jim Brown gives leaders permission to wrestle honestly with the generational divides, misaligned targets, and cultural fractures that can too often sabotage high-potential organizations.” Greg Apple, CEO of Amgine.ai, connected the book to leadership beyond business alone: “In a fast-moving company, culture is everything. Jim Brown’s principles have helped our team lead with greater clarity and alignment. The Imperfect CEO distills those lessons brilliantly. Every leader should read it.” What stands out to me is how closely this book aligns with the principles behind Conversational Management. Healthy cultures are rarely built through policies alone. They are built through the quality of everyday leadership conversations — how expectations are clarified, how accountability is handled, how feedback is delivered, and how trust is strengthened over time. That’s why leadership development cannot stay theoretical. Culture changes conversation by conversation.  The Imperfect CEO is an easy-to-read business fable that illustrates common people leadership challenges and provides suggestions for overcoming them. Order your copy today and start building healthier leadership conversations inside your organization.

Why Some Companies Attract More Job Applicants Than They Need

By Cathie Leimbach • May 12, 2026
Chick-fil-A restaurants often receive far more job applications than they have openings. This is not luck. It is leadership. People apply where they believe they will be treated well. At Chick-fil-A, employees experience respectful communication, clear expectations, and leaders who support their success. That reputation spreads quickly through word of mouth. Leaders in these restaurants do simple things well. They ask questions before they assume. They listen to employees. They provide encouragement and clear direction. They notice good work and address problems in a helpful way. As a result, employees feel valued. They enjoy coming to work. They tell others. That is what attracts more applicants. Many organizations focus only on hiring. Strong organizations focus on how people are treated after they are hired. When leaders create a workplace where people feel respected, supported, and clear on what success looks like, something powerful happens: People stay. People perform. And more people want to join. This is what leadership really is. Would you like to see several leadership and culture practices Chick-fil-A uses to attract and keep quality employees? Click here to view: How Chick-fil-A Attracts Quality Applicants