Leveraging Individual Strengths for Team Success

Cathie Leimbach • November 13, 2021

Win/Win/Win situations are the reality in healthy workplaces. Individuals, teams, and the organization are all successful. Individuals are engaged and morale is high. Trust within the team is strong and team goals are achieved. The organization is serving its mission and reaching its targets.


However, such success isn’t magic. It requires clarity and collaboration on everyone’s part. The organization needs to set growth-oriented yet realistic goals and allocate adequate resources. Each team requires clear goals that support the organization’s success and appropriate resources.  Then, team leaders have the task of determining how to engage their people and apply their resources to achieve the expected results.  Also, individual employees have the responsibility to fulfill their role. To achieve individual, team, and organizational success, good communication and strong collaboration are essential at all levels.


First, let’s look at the benefits of leveraging employee strengths to achieve team and organizational goals. Recent global research by Gallup found that when employees are regularly using their strengths at work, the organization experiences:

  • an increase in engaged employees by 9%-15%
  • a decrease in turnover by 6% to 16% in low-turnover organizations and 26% to 72% in high-turnover organizations
  • an increase in profit by 14% to 29%

 

Second, let’s look at the challenges of leveraging employee strengths:

  • Some employees may not be particularly strong in the skills required to complete the work of their current team or the organization as a whole. Or, their strengths may only add value a few hours per day or week.
  • The organization or team leader may not be interested in knowing and considering the strengths of each employee.
  • Most jobs include essential tasks that everyone must do, regardless of their strengths or interests. Seldom is it practical for employees to be using their strengths every hour of the day. 
  • When an employee’s strengths don’t contribute to achieving their employer’s long-term results or current priorities, it is necessary for them to complete whatever tasks are assigned to them.
  • If the employee’s strengths and preferences don’t match the needs of their current team, they are likely in a wrong-fit position. It’s time to explore if there are right-fit opportunities elsewhere within the organization. If not, then leveraging their strengths likely requires a job search to find a better-fit position.


Third, when the team leader wishes to leverage the strengths and preferences within his team, effectively redistributing the work requires a focus on achieving team results as well as buy-in from all team members. During a collaborative team meeting, discuss the team’s tasks, understand each member’s strengths and preferences, and match strengths to tasks as much as possible. This usually results in everyone’s strengths being better utilized, increased morale, greater job satisfaction. 


Leveraging individual strengths for team success is both desirable and achievable. How strong is your organization in this area? What step could you take this week towards leveraging workplace strengths? 

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