Adaptive Leaders

Cathie Leimbach • June 16, 2023

Adaptive leadership is a way of leading that focuses on solving problems and achieving success. It means being creative and willing to do things differently. It requires flexibility, taking initiative, trying new things, and considering different ideas. Prior to Covid, adaptability was not listed in the top 10 leadership skills. However, post-covid it has been ranked as the most important leadership skill for thriving in our fast changing world.


To be an adaptive leader, you need certain qualities and skills. First, you should be creative. Adaptive leaders think outside the box, explore new ideas, and find unique solutions. They're not afraid to make mistakes and learn from them. They also value different opinions and ideas.


One way team leaders can show adaptive decision-making is by creating an environment where everyone feels comfortable sharing different ideas. They can ask questions that make team members think of different ways to do things. By having open and

inclusive discussions, team leaders can benefit from everyone's knowledge and find the best solution together.


Adaptive leaders also understand the importance of having diverse perspectives. They know that a team with people from different backgrounds and experiences can bring new insights and innovative solutions. By respecting and appreciating different viewpoints, adaptive leaders create a culture where everyone feels welcome to share their ideas and have constructive discussions.


In conclusion, adaptive leadership is important in a world that is always changing. It means being flexible, creative, and open to new ideas. It requires working together and considering different viewpoints. Adaptive leaders help their teams solve problems and achieve success by encouraging creativity and embracing diversity.

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 

Is Absenteeism a Pain in Your Pocket?

By Cathie Leimbach • August 10, 2026
Absenteeism is expensive. Every unexpected absence costs more than a day's wages. Someone else may need to work overtime. Priorities get reshuffled, service slows, projects fall behind, and customers notice. Before long, absenteeism starts taking money right out of your pocket. That's why many organizations turn to attendance policies, incentives, disciplinary action, or tighter oversight. But what if those approaches are addressing the symptom rather than what's really going on? Most people don't wake up one morning and suddenly decide they don't care about their work. Disengagement usually happens gradually. People stop sharing ideas. They stop feeling heard. They begin doing only what's required. Eventually, some stop showing up. By the time absenteeism is brought to your attention, the real issue may have been growing for weeks—or even months. If absenteeism has become a recurring challenge, don't just ask, "How do we reduce call-offs?" Instead, ask "What happened before people stopped wanting to show up?" That question may lead you somewhere an attendance report never will—and may ultimately save far more than overtime costs. Attendance problems. Accountability. Difficult conversations. Team conflict. Every leader faces workplace people challenges, and few have been taught exactly what to do when they arise.  Talking through your challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective is exactly what you need to see the situation differently. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic