Your Grit Determines Your Expertise

Cathie Leimbach • November 1, 2022

In her book, GRIT, Angela Duckworth shares how all of us can develop our grit to become an expert in our chosen field. The process itself is simple, although it is not easy.

Grit is the ability to persist towards a goal even when we experience setbacks. Duckworth further defines grit as ‘having the passion and perseverance for long-term goals’. 

Passion is having a strong feeling or emotion. If we have a strong interest in something – great enthusiasm for the topic – we want to give it time and energy.  We work well into the night. We might prefer to spend Friday night learning more about our favorite topic than going to a movie with friends. We share our excitement at a family picnic or during Thanksgiving dinner. Our passion is evident!

Persistence is doing something despite difficulty or delay in achieving success.  When our future goal truly matters to us, we are driven by the prospect of long-term success rather than focusing on short-term rewards or fun. We have the discipline to work towards the goal day after day, week after week. Being persistent includes acknowledging progress along the way rather than being discouraged by the investment required along the way.

Becoming an expert takes 10,000 hours of quality practice or experience, often over 5 to 10 years. It is important to make step-by-step progress along the way. We can’t become an expert in everything at once. The way highly successful people become experts, is by developing their expertise bit by bit. They follow the ‘expert practice’ model. This involves practicing one part of the skill set, practicing it with full concentration, getting timely feedback, and modifying your approach in response to the feedback. 

Living with grit to become an expert, requires that we are passionate about the long-term goal, we are persistent about moving forward despite setbacks, and we are intentional about practicing expert behavior bit by bit.

What goal are you so passionate about that you are willing to persist with years of expert practice to attain?

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.