Want a 350% ROI?

Cathie Leimbach • November 11, 2020

I’ve got the investment for you! And, it’s not too good to be true. It really does yield a 350% ROI! And, it’s legal!


This investment is training!! On average, one dollar invested in training increases the bottom line by $4.53, yielding a 353% return.


What is the catch? To yield a strong return the training has to be relevant to your organization’s needs. It must meet 3 criteria:

  •  result in trainees learning new knowledge and developing new skills,
  •  have job impact, be relevant and be used at work after training,
  • improve the organization’s bottom line.


What is limiting your bottom line? Which of your current challenges would be reduced if your employees interacted, behaved, or worked differently? Training could be the solution. 


Many of the 385,000 open job positions in manufacturing are paying new hires $40,000 per year. These positions remain unfilled because job seekers lack skills in manufacturing fundamentals or robotics. Vocational schools and community colleges offer such training but enrolment is low.


Many small businesses are always short-handed. Their staff are getting burned out. Managers are reluctant to hire job applicants who are weak in workplace fundamentals. Personal Leadership Effectiveness™ training is available to help individuals become more reliable, positive, and productive so they add value at work.


Most people are doing the best job they can with their current knowledge and skills, but due to their lack of know-how they may be achieving less than half of their potential. Their supervisors are too busy with other responsibilities to coach them. The HR department is prioritizing administration above training. The company could increase its bottom line by $3,500 for every $1,000 invested in relevant training.


90% of managers lack effective leadership skills. Most staff who leave a company do so to escape one of these bad managers. Effective management training leads to enhanced employee engagement and can increase the organization’s bottom line by 50% or more. The Conversational Management™ program can generate such an impact. 


Would you like to improve your company’s bottom line by meeting the needs of more customers and helping all employees add value? Then, first, it’s time to identify the gaps in staff knowledge, skills, and behaviors. And, second, invest in training that will produce win/win results for staff members and the organization.



Contact Cathie Leimbach to discuss needs assessment strategies and effective ways to enhance leadership, team player, and soft skills competence within your organization so employees are equipped to achieve profit and impact goals.

“All Good” is Never a Good Response

By Cathie Leimbach • October 6, 2026
“All good,” they said. But Sarah wasn’t so sure. In the team meeting, just two people did most of the talking. Team members who once offered ideas just waited for the meeting to end. Three people called in 'sick' on the day of our monthly planning and progress-review meeting. Today was just another day with her disengaged team. Sarah realized that whenever she asked others how things were going, she got the same response: “All good.” It never failed that within a day or two of what seemed like positive feedback, a problem surfaced. It might be that they didn't know how to proceed with a new project. Or they were trying to hide a mistake they made. Things definitely were not "All Good". Then, she thought about the questions she usually asked. “Everything on track?” “Will that be ready by Friday?” She wanted to know how her people were progressing with their work. But she had asked closed-ended questions, so she got brief responses that told her nothing. At her next one-to-one, she asked, “How have things been for you lately?” “Fine. Busy.” She almost moved on. But, instead, she dug a bit deeper. “What’s been making things especially busy?” This time, the answer was different. There were competing demands she hadn’t known about. A concern that had gone unspoken. And a feeling that nobody really talked anymore unless they needed help with something urgent. This one conversation provided important information. It gave her a place to start moving forward to improve engagement and results. If you can relate to Sarah's struggles, here are some tips to help you stay on top of how your employees' work is truly going. Absenteeism and disengagement can have many causes. We can't begin to understand them by accepting thoughtless answers. We need to create an environment where people feel comfortable sharing what’s really happening. Interpersonal rapport is essential. It grows through small moments: asking a thoughtful question, listening without rushing to solve a concern, remembering what someone said, and checking back. This week, try asking a couple of specific open-ended questions such as: “What’s been going well for you?" And "What’s been difficult?” Let the answers guide your next questions. Give the person room to share. Then, a few days later, follow up. “You mentioned the client report deadline was going to be hard to meet. How’s it going?” Then, "What help do you need?" When you take a few minutes for such check-ins, employees feel more supported than if you just ask, “How are you?”, as you are walking by. It indicates: I heard your concern. I remembered. I’m interested. I want you to succeed. Your team members are more likely to get involved, be honest with you, and share ideas when they feel heard and connected to the people they work with. Want to get more comfortable starting those conversations? Join our Workplace Conversations Clinic on October 19 to practice building interpersonal rapport through conversations that matter.  Reserve your place → [registration link]

Same Conversation, Different Expectations: Why One-on-Ones Need a Clear Close

By Cathie Leimbach • September 29, 2026
Jason left his one-on-one feeling encouraged. His supervisor, Ellen, had listened as he described competing deadlines and his interest in becoming a team leader. They talked about the possibility of shifting some of his workload. Ellen also suggested that training might help him prepare for a leadership role. "Let's work on that," she said. Jason thought help was coming. Ellen thought Jason would bring her a plan. Two weeks later, the deadlines were closer. Nothing had been reassigned. Neither had looked into training. During their next one-on-one, Ellen asked how things were going. "I'm still waiting to hear which project you want me to focus on," Jason said. "I thought we agreed that you would work that out." "And the leadership training?" "Did you find a course?" Jason paused. "I thought you were going to recommend one." They had discussed the same topics. They had left with different expectations. Neither intended to let the other down. But they hadn't agreed on who would do what, or when. Turn a Good Conversation into Clear Next Steps Listening matters. So does what happens after you listen. Before you end your next one-on-one, take a few minutes to make sure you and your employee understand what comes next. Talk about priorities. If everything can't be done at once, agree on what comes first. Ask what might get in the way, and what support would help. Make room for professional growth, too. What does the employee want to learn? What responsibility would they like to prepare for? Identify a step you can each take to move that development forward. Then write down your agreements. Keep the notes simple: what needs to happen, who will do it, and by when. Include your own commitments. Putting It Into Practice Ellen and Jason tried again. "The client proposal comes first," Ellen said. "I'll talk with Marcus today about taking over the weekly report. By Friday, I'll let you know whether he can." "I'll find two leadership courses before our next meeting," Jason said. "Then we can talk about which one fits." Both Jason and Ellen knew what to do next. The following week, both reported their findings and they made decisions on how to move forward. Jason’s work became more aligned with Ellen’s departmental goals. Jason felt valued and appreciated. Their weekly one-to-ones became the backbone of their workplace success. Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register Here