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. 

When the Boss "Bosses People Around"

By Cathie Leimbach • August 25, 2026
This probably isn't the company you imagined building. You wanted a team that solved problems, took ownership, and helped move the business forward. Instead, somewhere along the way, you became the person who answers every question, makes every decision, and tells everyone what to do. The interruptions never end. Every day starts with a plan and ends with another list of problems that somehow became yours to solve. You work harder than ever yet still feel like you're falling behind. Another good employee resigns. Another supervisor struggles. Another improvement initiative loses momentum. You leave work mentally exhausted, wondering why everyone seems busy—but so little actually changes. Your employees feel it, too. When people learn that every decision runs through the boss, they eventually stop making decisions of their own. When leaders spend most of their time directing every task, correcting every mistake, and solving every problem, people gradually stop thinking for themselves. They become cautious instead of confident. They stop offering ideas because they're not sure anyone wants to hear them. Ownership fades. Enthusiasm disappears. The culture slowly shifts from people wanting to contribute to people simply trying to get through the day. Ironically, the more a boss has to boss people around, the less ownership employees take. Before long, leaders become firefighters instead of business builders. Instead of building the company they envisioned, they're simply trying to survive another week. The surprising news is that this cycle usually isn't caused by a lack of effort. The frustrating part is that working harder rarely fixes it. In fact, the harder many leaders push, the more dependent their people become. What feels like the solution often becomes part of the problem. Talking through your leadership challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective helps you see what your organizational chart or production reports don't. Conversation is Where Leadership Happens™ You don't have to figure it all out alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic September 21. Join Cathie Leimbach and other leaders for a practical conversation about the people challenges you're facing—and leave with fresh perspectives you can put to work. Register Here

The Empty Chair Is Trying to Tell You Something

By Cathie Leimbach • August 18, 2026
An empty workstation gets your attention. What caused it should keep your attention. When attendance becomes a problem, the first response is often to review the policy, document the absence, or find someone to cover the shift. Those things may be necessary. But they don't tell you why the problem is happening. A conversation might. Instead of starting with “Why do you keep calling off?” try “I've noticed you've missed several days recently. What’s going on?” Then listen. You may hear about something outside of work. But you may also discover frustration with a supervisor, conflict with a coworker, unclear expectations, scheduling difficulties, or an employee who no longer feels valued. Understanding the reason doesn't mean ignoring attendance expectations. It means you know what you're actually dealing with. Also, look for patterns. Is absenteeism higher on one shift? In one department? Under one supervisor? Did it increase after a schedule or leadership change? Those patterns may tell you where another conversation needs to happen. Most importantly, don't wait until attendance becomes a disciplinary issue to start talking. Check in with employees. Ask what's making their work harder. Ask what they need from their supervisor. And when someone raises a concern or makes a suggestion, be sure to tell them what action you are taking or why their idea won’t be implemented. The goal isn't to eliminate accountability. It's to address problems before accountability is the only conversation left. Conversation is Where Leadership Happens™ You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on September 21. Gain insights from Cathie Leimbach and other attendees. Register here for the FREE Workplace Conversations Clinic