Contribution Expands Trust

Cathie Leimbach • August 30, 2022

“Few things build trust quicker than actual results,” says David Horsager. “At the end of the day, people need to see outcomes. You can have compassion and character, but without the results you promised, people won’t trust you. Be a contributor who delivers real results.”

People trust those who make a difference for the organization. When anyone focuses on achieving stated mission and goals, they are making a meaningful contribution. This includes doing their own work well and supporting others to be successful.

Let’s look at four characteristics which many highly-rated contributors have in common.


1 - Ability to Plan and Organize Their Work

Contributors:

  • Manage their time and others’ time well
  • Handle multiple demands and deadlines
  • Monitor their progress without much oversight

 

2 - Strong Interpersonal Communication

Contributors:

  • Articulate their thoughts clearly
  • Ensure they are understood and understand others
  • Share helpful information with others

 

3 - Effective at Collaboration

Contributors:

  • Maintain cooperative work relationships with others
  • Assist others in the completion of their tasks to support group goals
  • Collaborate during meetings and in informal settings

 

4 - Ability to Deliver Consistent Results

Contributors:

  • Are dependable
  • Work on the right tasks to ensure they achieve priority results
  • Take personal responsibility for achieving outcomes


Interpersonal skills as well as effectively planning and completing work are essential characteristics of top contributors. Those who develop these skills and regularly focus on fulfilling their responsibilities will be acknowledged as valuable contributors. In turn, they will be trusted and respected by their colleagues.

Which of these four important characteristics are strengths for you? Which could be your next growth area? What is one change you could make in these areas to increase your workplace contribution, increasing the level of trust others have in you? 

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.