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. 

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