What Changes When People Actually Feel Engaged?

Cathie Leimbach • April 7, 2026

Most leaders don’t struggle because they don’t care.

 They struggle because engagement feels hard to influence.


But when people are engaged, the impact is hard to ignore:

  • 18% higher sales
  • 23% higher profitability
  • 70% higher wellbeing

These differences come from comparing the 25% of organizations with the strongest employee engagement to those in the bottom 25% (Gallup).


And the stakes are bigger than most realize—disengaged employees cost U.S. organizations nearly $2 trillion in lost productivity each year (Gallup).


This isn’t about perks or programs.
It’s about how people are led every day.


Engaged teams are clearer on expectations.
They feel supported.
They know their work matters.


And most importantly—those conditions don’t happen by accident.


They’re created in conversations:

  • Clarifying priorities
  • Reinforcing what good looks like
  • Checking for understanding
  • Following through consistently


Small leadership habits drive big business outcomes.


A question to consider:
Where could stronger day-to-day leadership conversations improve results in your team?


👉 Join our next 60-minute Leadership Conversation: Inspiring High Performance — Monday, April 27th at 3:00 PM ET (this is not a webinar)


It’s a small-group discussion with other leaders looking at a simple question:

What’s actually driving engagement—and what’s quietly holding it back?



If a shift in leadership could impact sales, profitability, and wellbeing…
it’s worth exploring what that might look like in your world.

Are you Supporting Your Employees to Overcome Hurdles?

By Cathie Leimbach • September 8, 2026
For weeks, Mary had been frustrated with frequently occurring delays in shipping. During her one-on-one with her supervisor, she finally told him what was going on. He listened, asked questions, and said he would look into it. She left the meeting feeling encouraged. Maybe this situation would finally get resolved. A week later, her supervisor started their one-on-one by asking “So, what do you want to talk about today?” He didn’t mention what he had learned about the problem in shipping. “Of course not!,” she thought. “Nothing is going to change.” So, she sadly replied, “Nothing really. Everything’s fine.” Sometimes employees stop talking because experience has taught them that speaking up doesn’t make any difference. One-on-ones are an opportunity to change that. Give the employee a voice in what gets discussed. Help them address bottlenecks. Follow-up on your to dos from the conversation. It can be as simple as: “Last week we talked about the shipping problem. I checked into it, and here’s what I found out. A possible solution would be this .... How do think that might work? ... What other ideas do you have?” The message is clear: I heard you. I remembered. What you have to say matters. And when employees believe their concerns and ideas matter, they’re more likely to keep speaking up. Conversation is Where Leadership Happens™ What Workplace Conversation Are You Struggling With? Maybe an employee has stopped talking. Maybe you’re dealing with accountability, conflict, attendance, performance—or simply a conversation you’re not quite sure how to approach. Bring it to the FREE Workplace Conversations Clinic on September 21. Join Cathie Leimbach and other leaders to talk through real workplace people challenges, hear different perspectives, and get ideas for moving forward. Register Here 

Build Thinkers, Not Followers

By Cathie Leimbach • September 2, 2026
Many leaders don't set out to become the answer to every question. It happens gradually. Someone asks their leader how to do it because it's faster than figuring it out. Another employee waits because they don't want to make the wrong decision. Before long, you're answering questions your team should be able to answer on their own. The good news is that you don't have to be the answer to every question. You can build a team that thinks, solves problems, and takes ownership without you giving up appropriate control. Here are a few places to start: Ask Before You Answer When someone brings you a problem, don't start by giving them the solution. Instead, ask:  What do you think? What options have you considered? What would you do if I wasn't here? People grow when they think through problems—not when someone else thinks for them. Let Small Decisions Stay Small. Not every decision needs your approval. Look for low-risk opportunities where employees or supervisors can tell the employee to make the call themselves. Confidence grows with experience. Praise Initiative, Even When It's Imperfect. If people believe they'll be criticized every time they make a decision, they'll stop making them. When someone takes ownership, recognize their initiative. Coaching them to make a better decision is easier in the long run than making every decision yourself. Notice the Questions That Keep Coming Back. If you're answering the same questions week after week, don't just answer them faster. Ask why they're still being asked. The issue may not be your people. It may be an unclear expectation, an inconsistent process, lack of training, or a conversation that never happened. Helping people think for themselves doesn't happen in one meeting. It happens through dozens of everyday collaborative conversations that gradually build confidence, judgment, and ownership. Conversation is Where Leadership Happens™ You don't have to figure it all out alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic September 21. Join Cathie Leimbach and other leaders for a practical conversation about the people challenges you're facing—and leave with fresh perspectives you can put to work. Register HERE