The Foundation for High Performance

Cathie Leimbach • August 10, 2023

Craig Groeschel, author of The Power to Change, emphasizes 3 leadership behaviors which are necessary in developing high performing employees. He believes that the essence of employee and organizational success is for the leader to consistently:


1.     Be clear about what you expect.

2.     Reward it when you see it.

3.     Correct it when you don’t.


Being clear about what you expect includes telling your employees the specific results you want them to produce. It is important for expectations to include quantities, quality, deadlines, and any financial or procedure limitations. “Focus on producing widgets” is very different than “every day produce 20 widgets that meet quality standards with no more than 5% waste”.  


It is important to fully communicate expectations, yet, about 50% of employees say they are not clear what is expected of them at work. Show employees what a quality finished product looks like. Share expectations in writing, state expectations out loud, and ask employees to explain what is expected and why these results are important. 


Rewarding when you see it means acknowledging employees' good work. This requires you to monitor their work so you know if they are meeting expectations. Productivity is higher when each employee receives specific positive feedback on some of the things they are doing well a few times every week, with at least some of this recognition coming from their supervisor. 36% of people who feel they receive the right amount of appreciation are watching for other job opportunities while 57% of those who don’t feel adequately appreciated are watching for job opportunities.  Especially in a tight labor market, rewarding employees for meeting expectations is a critical tool for increasing retention, productivity, and profit.


Correcting when you don’t see it means having a kind conversation with underperformers. Discuss the gap between what they are achieving and what is expected. Ask what they think is causing the gap. Provide more training, a job mentor, or more effective equipment.  If they don’t know they aren’t doing their work correctly they will never improve. In one study, 86% of people would rather receive feedback about something that isn’t right than continue missing the mark. However, only 48% of people would give feedback. This suggests that when managers develop a habit of speaking to employees about performance gaps, employees will welcome the feedback and their work will improve.


What will you start doing in the next week that will enhance your employees’ workplace success?


1.      Be clear about what you expect.

2.     Reward it when you see it.

3.     Correct it when you don’t.

Connectional Intelligence: The Power Skill Behind Big Results

By Cathie Leimbach • December 9, 2025
In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes. Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures: Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious. Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding. Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving. Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals. Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters. Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.

Psychological Safety Isn’t About Smooth Sailing — It’s About Real Growth

By Cathie Leimbach • December 2, 2025
When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need. As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them. A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it. Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this: · You may hear difficult feedback, but it helps you grow. · You are encouraged to take risks, and supported when you slip. · You are stretched beyond your comfort zone, and guided along the way. When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance. To explore more of these ideas, visit R. Michael Anderson's website .