The Drive to Get Better

Cathie Leimbach • November 8, 2022

Molly Fletcher has drive. She has passion and the desire to become her best self. This motivates her to set high goals for herself and to push through obstacles to achieve her next personal best.

Who is Molly Fletcher? A former college tennis player. A young woman who didn’t look for jobs during her senior year. A daughter with little money who drove out of her family’s driveway in Michigan and headed to Atlanta to make her living in the sports world.  A wife and mother. A female sports agent who has represented top professional athletes.

Molly tells of sleeping on the couch at a friend’s apartment while figuring out how to quickly start earning some money. During her first days in Atlanta, she took some very strategic actions. She offered to be a tennis pro at apartment buildings with tennis courts. She learned which apartment buildings already had tennis pros. She reached out to a well-connected tennis industry professional she knew. He shared that he knew an apartment building tennis pro who was changing jobs soon but hadn’t given his notice. After negotiating for ongoing free promotional pizzas with the pizzeria across the road from the soon-to-be vacant tennis pro job, Molly returned to that apartment building to let the superintendent know that IF their tennis pro resigned, she would provide pizza at her weekly tennis clinics. Molly also provided an example of the tennis tips she could contribute to the monthly tenant newsletter. A few minutes later, Molly was the tennis pro at that building. The superintendent couldn’t believe her luck in finding a tennis pro just a few hours after their long-time pro had submitted his resignation. And Molly had just negotiated a free apartment in return for giving tennis lessons one evening a week. And Molly’s story goes on because she has drive.

Molly defines drive as the determination to get even better. Many athletes get to the pros because of there talent. Many achieve great thing but once they reach their goal they stagnate. Those who stay at the top of their game have a desire to continually get even better. 

Those with drive are internally driven. They compete against themselves, not against others. It is continual growth, not their ranking among their peers, that motivates them. They love the pursuit of continual improvement. 

Molly has interviewed many high performing athletes to discover what makes them be so successful and found that the best of the best have internal drive, want to get better, don’t pay much attention to the competition, and help the up and comers.  

How many of these attributes do you have? Which ones would you like to develop further? What will you do this week to strengthen your drive to be the best you that you can be? You might be inspired by Molly’s Ted Talk, Secrets of a Champion Mindset. 

How Managers Drive 70% of Performance

By Cathie Leimbach • February 17, 2026
Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers. Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies. Managers either multiply energy or drain it. Clear, supportive managers raise performance. Avoiding, inconsistent managers quietly lower it. The good news? Small habits make a big difference: Clarifying expectations Giving timely feedback Addressing issues early Reinforcing priorities These moments add up. Instead of telling managers to “motivate people,” try asking: Where might expectations be unclear? Where is inconsistency allowed? What conversation is being avoided? When managers improve just a little, results improve a lot. 👉 Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.

Why Engagement Isn’t About Perks

By Cathie Leimbach • February 10, 2026
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.