The Quadruple Bottom Line

Cathie Leimbach • January 18, 2022

In Ken Blanchard’s book, Leading at a Higher Level, he says that “In high performing organizations, everyone’s energy is focused on … four bottom lines – being the:

  • Employer of choice
  • Provider of choice
  • Investment of choice
  • Corporate citizen of choice.”


The Ken Blanchard Companies’ research reveals that the most important leadership function is “creating a motivating environment for your people”. This is the cornerstone of being the employer of choice. When employees work in a motivating environment, they are engaged at work; they pay attention to the quantity and quality of their work and provide great customer service.

 

When customers rate their satisfaction with customer service at 9 or 10, they will purchase 7 times as much from the company as when customer service is rated at 8 or lower. When customers are raving fans, the company becomes their provider of choice.


The strong revenue from raving fans yields strong profits. Investors want to be shareholders. Lenders offer favorable terms on loans to help the company grow or upgrade its facilities and equipment. The company becomes an investment of choice.


The financial health of the company increases its sustainability. It can operate with the long-term view in mind and it can be generous to the community. Healthy companies have the resources to make choices in favor of long-term environmental health and to support local non-profits and community development. They become a highly respected corporate citizen.  


And respected corporate citizens attract motivated employees, who serve customers well, yielding higher profit, and strengthening the organization’s presence in the community. The cycle continues.


How are your leaders creating a motivating environment to develop and retain engaged, productive employees who are essential to  the organization’s short-term and long-term success? What are you doing to equip your leaders to build a win/win/win/win reality in your organization? 

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.