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. 

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.