Improving Team Productivity by 50%

Cathie Leimbach • October 1, 2020

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A leadership coach friend of mine, recently helped a client increase his department's productivity by 50%. The process was simple.


The department supervisor needed an urgent solution. Since his two staff members had started working remotely, their productivity had slipped a lot. They weren't keeping up with client needs. Their output had to be turned around, and now!


My coaching friend advised the supervisor that employee productivity is based on skill, will, and capacity. If their skills and capacity support strong performance, the bottleneck is likely their will, their interest in doing the job.


When we enjoy our workplace tasks we are self-motivated to get them done and do them well. However, we have a limited amount of will power. We can only push ourselves for long to do work that doesn't inspire us, even if we have the skills and the capacity for excellence. We cannot simply suck it up and move forward.



The supervisor asked his staff to share which parts of the department's work they would they like to be doing. Both indicated a preference for many of the tasks the other was assigned. When the supervisor reassigned their responsibilities, productivity promptly increased by 50%.


A serious problem was solved by the supervisor having collaborative conversations with his staff. Poor productivity wasn't a training problem nor a wrong-hire problem. It was an emotional problem. Once the employees were responsible for tasks they liked doing, their productivity skyrocketed.


The clients are now being served well and the company's bottom line has improved.


The supervisor had caused the bottleneck by not knowing what made his employees tick. What is frustrating you at work? How might a collaborative conversation with your downline or your upline be a valuable tool towards enhancing your workplace satisfaction and productivity?


How Remote Work Decreases Life Satisfaction

By Cathie Leimbach • May 27, 2025
In today's global workplace, the rise of remote work presents a paradox: while fully remote employees often report higher work engagement, they are less likely to thrive in their overall lives compared to their hybrid or on-site peers. According to Gallup's latest findings, 31% of fully remote workers feel engaged at work, surpassing hybrid and on-site counterparts. This higher engagement stems from the autonomy remote work offers, allowing individuals to leverage their strengths and achieve a productive flow. However, the flip side reveals a stark reality: remote workers also experience higher levels of distress, including feelings of anger, sadness, and loneliness. Despite their engagement at work, they struggle with the emotional toll of isolation and the absence of social interactions that on-site and hybrid work environments naturally provide. These insights underscore the importance of balancing engagement with overall wellbeing. While autonomy boosts engagement, it can also lead to stress without proper boundaries. Addressing these challenges is crucial for fostering a workforce that is not only engaged but also thriving in both work and life. By prioritizing social connections and providing support for mental wellbeing, organizations can create a remote work environment where employees feel both productive and fulfilled.

Why Self-Leadership Is Tough for Young Professionals (and What Employers Can Do About It)

By Cathie Leimbach • May 20, 2025
Starting a first job is exciting—but it can also be overwhelming. For many young professionals, self-leadership doesn’t come easily right away, and that’s not a reflection of intelligence or motivation. Instead, it’s the result of a mix of biological, educational, and social factors that employers need to understand. 1. The Brain Is Still Under Construction Let’s start with biology. The prefrontal cortex , which handles planning, prioritizing, and self-regulation, continues to develop into a person’s mid-twenties. That means young professionals are often still building the mental wiring needed for independent decision-making. 2. School Prepared Them for Structure, Not Ambiguity Most educational systems are built around standardized testing and structured learning environments . Students are trained to follow clear rubrics and respond to well-defined expectations. But the modern workplace often requires people to operate in gray areas —to take initiative and figure things out without much guidance. That’s a big adjustment for someone fresh out of school. 3. Parenting Styles Play a Role Many young adults grew up under the watchful eyes of “helicopter” or “snowplow” parents —well-meaning guardians who hovered or cleared obstacles from their paths. While these styles may reduce stress in the short term, they can unintentionally limit the development of autonomous decision-making and risk-taking . The result? Lower self-efficacy and a tendency to hesitate in unfamiliar or challenging situations at work. 4. Technology Has Changed Problem-Solving We live in an era of instant answers. When a problem comes up, it’s second nature to Google it or ask ChatGPT. While this can be efficient, it also means that many young professionals haven’t had as much practice with internal problem-solving strategies —like critical thinking, trial and error, or strategic patience. What Employers Can Do The key takeaway: this is about inexperience, not a lack of potential . With the right approach, employers can help young professionals grow into strong, self-led contributors. Here’s how: Set crystal-clear expectations from day one Provide thorough onboarding and training Start with close supervision , then gradually reduce it as they gain confidence Offer regular, structured feedback Encourage self-reflection and ownership Pair them with mentors who model professional self-leadership A Helpful Framework: Situational Leadership II® One tool that’s especially helpful here is Ken Blanchard’s Situational Leadership II® model . It outlines four stages of leadership support—from directing, to coaching, to supporting, to delegating. It’s a great roadmap for helping a new employee grow from needing guidance to performing independently. The Payoff With intentional support, most young professionals develop workplace autonomy within 12 to 18 months . They just need time, guidance, and the chance to stretch their wings. Final Thought: If you're leading early-career professionals, your role isn't just to manage—they're looking to you to help them grow. Be patient. Be clear. And remember, self-leadership is a skill that develops over time—with the right leader, it can flourish.
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