Workplace Seating Matters

Cathie Leimbach • December 6, 2022

When employees express concern about their workplace environment, managers often tell them to focus on their own work and ignore what others are doing. A recent study by Kellogg suggests that this advice reduces company performance.

They found that those who work within 25 feet of high performer increase their productivity by 15%. And, those who start working beside a low performer have a drop of 30% in their productivity.

High performers tend to be more positive about their work so their brain sends positive vibes into the space around them. Low performers who tend to be more negative about work send out negative vibes. 

Good and bad vibes are airwaves with different wavelengths. When they enter someone else’s head as they move around a room or space, they increase or decrease the average wavelength of the vibrations in everyone’s heads, increasing or decreasing their positivity and productivity.

This study suggests that those who are working with high performers can produce 45% more results than those working around low performers. What action might you take the next time one of your employees mentions that their workmates are interfering with their performance? 

The Performance Gap: Why Half Your Team is Burning Out

By Cathie Leimbach • September 30, 2025
Based on insights from James Hewitt's "Regenerative Performance" Something's not adding up in today's workplace. While companies demand more from their teams, the results tell a concerning story. Research shows that 50% of employees now show clear signs of burnout, and an alarming 73% feel disconnected from their work. James Hewitt, performance expert and author of "Regenerative Performance," points to a critical mismatch. We're asking people to perform at peak levels without giving them what they need to recover and recharge. Think of it like a smartphone. You can't expect your phone to run at full power all day without plugging it in. Yet that's exactly what we're doing to our workforce. We pile on meetings, deadlines, and pressure while cutting back on the very things that restore energy: breaks, development time, and meaningful connection. The solution isn't working less—it's working smarter. Hewitt's research reveals that sustainable high performance comes from balancing intense effort with intentional recovery. Teams that build in time to recharge actually outperform those that push through exhaustion. Smart leaders are already making the shift. They're protecting their people's energy as carefully as they manage their budgets. Because burned-out employees don't just hurt themselves—they hurt the bottom line too. Want to dive deeper into this issue? View The Burnout Crisis to understand the full scope of this workplace challenge. "Sustainable high performance comes from the rhythm of oscillation—not from the intensity of effort alone." —James Hewitt

Why Boring Beats Brilliant

By Cathie Leimbach • September 23, 2025
Craig Groeschel's Blueprint for Real Leadership