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.

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.

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

By 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.