The Culture Problem Most Leaders Don’t See—Until It Shows Up in Results

Cathie Leimbach • April 28, 2026

Most CEOs don’t wake up worrying about culture.
They’re focused on growth, margins, execution.

 

But culture quietly determines all three. 


Because when people feel disconnected, something subtle happens: 

  • Execution slows
  • Ownership drops
  • Problems surface later—and cost more 


Nearly a third of employees describe their workplace as isolated or impersonal. 


That’s not just a morale issue.
That’s an execution risk. 


And employees don’t “love” a company because of perks.
They stay committed when they feel valued. 


When that’s missing: 

  • Effort becomes transactional
  • Communication becomes minimal
  • Discretionary effort disappears 


The data is clear—when employees feel valued: 

  • Attendance improves
  • Conflict decreases
  • Productivity rises

 

This is where many organizations misfire. 


They try to fix culture with initiatives. 


But culture is shaped in daily leadership interactions—not programs. 


And most leaders haven’t been trained to have regular meaningful conversations.  They have been promoted to people leadership positions yet not prepared for their new roles. 


When untrained leaders don’t get topnotch results, it’s  not due to a gap in effort or potential.
It’s due to a current gap in ability. 


What can you do about it?  


 Where might your workplace culture be quietly affecting execution—even if performance still “looks okay”? 

👉 Join our next 45-minute Leadership Conversation—Workforce Challenges. 
We’ll explore how culture impacts performance—and what leaders can actually do about it. 

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.