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 Self-Discipline of a Growth Mindset

By Cathie Leimbach • April 15, 2025
A growth mindset means believing you can get smarter and develop new skills through hard work and practice. People with a growth mindset see challenges as opportunities to grow. On the other hand, a fixed mindset means thinking your talents and abilities cannot change much, no matter how hard you try. People with a growth mindset are more likely to exercise self-discipline to learn new behaviors. This helps us adapt to new opportunities. When we push ourselves to try different approaches, we open doors that would otherwise remain closed. This takes courage and commitment, especially at first when new ways of doing things feel uncomfortable or difficult. Our brains have amazing potential to change throughout our lives. When we repeatedly practice new skills or ways of thinking, our brain creates new pathways that make these actions easier over time. What once felt impossible can gradually become second nature.  The hard part is sticking with new behaviors long enough for them to become normal. This is where self-discipline comes in . By consistently practicing different approaches, what once required enormous effort eventually feels natural. This ability to adapt keeps us growing, helps us keep up with our changing world, and unlocks possibilities we might never have imagined.

Why Master Open-Ended Questions

By Cathie Leimbach • April 8, 2025
In today's busy workplace, asking good questions can make you better at your job. Open-ended questions—ones that need more than just "yes" or "no" answers—help you learn more and have better conversations with others. Research shows these questions really work. Gallup found that managers who use open-ended questions have 27% less employee turnover and 18% better productivity. These questions make team members feel safe to share their ideas. Harvard Business Review says that when bosses ask at least four open-ended questions in meetings, teams come up with 42% more creative solutions. By asking instead of telling, leaders get more ideas from everyone. McKinsey discovered that managers who are good at asking open-ended questions find 34% more opportunities for process improvement. These questions help spot problems and challenge old ways of thinking. These benefits go beyond just team conversations. The Journal of Applied Psychology found that salespeople who use open-ended questions with customers make 23% more sales. By better understanding what customers need, they can offer better solutions.  Learning to ask open-ended questions isn't just about talking better—it's a skill that helps you succeed in all parts of work. Click here for more information.
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