Set Performance Expectations for Higher Performance and Increased Engagement

Cathie Leimbach • September 27, 2021

How many times have you thought or said, "of course, my employees know what to do, and I don't understand why they don't do what is expected?" Sound familiar? Most leaders have thought this more than once. And here is an interesting statistic – research shows that only 50% of employees (including managers) know what is expected of them.

 

Research shows us something else that is important – 60% to 65% of managers are disengaged, without a clear understanding of what expectations are for their performance.

 

When employees don't know what they are supposed to do, why it is important and how their performance impacts their team, they are less engaged. That means overall performance is negatively impacted, goals aren’t met, and employees are less likely to make the additional effort to get things done.

 

80% of employees agree that they are 8 times more likely to be engaged when their managers set and communicate clear performance expectations.

 

Managers are in the best position to make sure employees have clarity about what is expected from them. And it starts with these three questions – as a manager:

  • do you know what is expected of you for your overall performance?
  • do you know what is expected from you about how you lead your team?
  • do your team members understand what is expected, how to do it right, and why their performance is important?

 

As a manager, understanding what is expected of you is an essential first step. Which means you need to understand it for yourself first. Talk to your leadership to be clear about how to be successful in both your job and as a leader. You will set the bar and demonstrate high performance for your team.

 

Steps to creating clear performance expectations with your team include:

  • collaboratively setting performance expectations with your employees. When employees have input, they are more likely to "own" their performance and clearly understand what performance is required.


  • articulating clearly each expectation. For example:

Instead of: "get the data about X from the accounting department":

Say this: "get the data about X from the accounting department (what). We will use that data to analyze profitability, which is essential to fulfill our 3rd quarter goals in the strategic plan (why). We will need that data by October 8 (when).


  • create and communicate high expectations to develop more inspired employees. Let each direct report understand what sets high performers apart and how performance that meets or exceeds expectations impacts the company's overall success.

 

Schedule routine meetings with each direct report, no less than once every quarter, to communicate performance expectations, collaboratively determine how employees can improve their overall performance, and discuss why strong performance is crucial.

 

You will have the most significant impact as a leader by enabling top performance from your team members by helping them understand what is expected of them and ensuring they have the support and professional development needed to accomplish those goals. 

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.