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. 

The Deadline Only You Knew About

By Cathie Leimbach • October 20, 2026
"When you get a chance." Kelly meant Wednesday. Alex heard next week. The report needed fixing. Alex had said he'd take care of it. So, when she opened the file before Thursday's meeting, she expected to see the changes. They weren't there. "I thought you meant next week," Alex said. "And I wasn't sure which sections you wanted changed." Kelly was frustrated. This wasn't the first time something had slipped. But as she replayed their conversation, she remembered what she'd actually said: "Can you tidy this up when you get a chance?" She had a deadline in mind. She knew exactly what needed changing. She hadn't told Alex either one. The Symptom Missed deadlines. Quiet resentment. The thought, "This isn't the first time." It's hard to hold someone accountable for an expectation that was never stated. Too often, when a leader’s expectation isn’t met, they think, "my team members just don't follow through" or "I shouldn't have to chase people." Yet, the problem is often that the leader didn’t communicate clearly. Requests like "Keep me updated," "Make this a priority", and "Be more proactive" may feel clear in your mind when you say it. But others may leave the conversation with a very different picture in their mind. Then, leaders are frustrated when the result doesn't match their intention. The Tip Healthy accountability starts with a shared understanding of what needs to happen. It continues when you follow up on what was agreed to. Before you finish your next conversation about a task, make sure you've settled four things: What needs doing What the desired result includes Who will do it When it is to be done by After you have clearly stated your expectations, ask the other person to state the specifics of the assignment. Give them an opportunity to raise questions or discuss competing demands. Kelly could have said: "Alex, please update the sales figures and add a short summary of what's changed since last month. I need it by Wednesday, October 28, at 3:00 pm so I can review it before Thursday's meeting. To be sure I explained the task well enough, please state what I asked you to do.” “What challenges might get in the way?" Then agree on what happens if a problem comes up: "If that timing looks too tight, let me know by Tuesday so we can work out the next step." Now there's a commitment you can both refer to. If Wednesday comes and the report isn't ready, Kelly can address it directly: "We agreed it would be ready by 3:00 today, and I haven't received it. What happened?" Clarity won't prevent every missed deadline. But it increases the chances that everyone is on the same page – and that your expectations will be met. When leaders make expectations clear and are open to employee questions and concerns, accountability becomes part of how the team works. Quality results become the norm. Conversation is Where Leadership Happens™ Do you wonder how to make your expectations clearer or how to avoid frustration when holding others accountable? Join Us on November 16  Join our Workplace Conversations Clinic on November 16 to practice setting clear expectations and following up when things slip. You could also have a chance to practice difficult conversations within your team. Reserve your place → HERE

They Can't Read Your Mind. Tell Them You Appreciate Them.

By Cathie Leimbach • October 13, 2026
"I thought you knew I appreciated your work." Kate hadn't planned to say those words in a one-to-one. But when a team member told her, "I'm never quite sure whether you think I'm doing a good job," she was caught off guard. He was someone she relied on. He helped new colleagues settle in, handled difficult customers calmly, and often spotted problems before they got bigger. Of course she valued him. Then she tried to remember the last time she'd told him, and what she'd actually said. There was a quick "Thanks, everyone" at the end of a meeting. A "Great work" in a team email. But she couldn't recall ever telling him what she had noticed about his contribution. Kate had been worried about rising absences and a team that seemed less involved. Praise wouldn't explain or fix every issue. Still, this conversation raised a question she hadn't considered: how many people on her team were feeling their efforts weren’t noticed or appreciated? It's easy to assume people know we appreciate them, especially the ones who quietly get on with the job. We turn our attention to whatever needs fixing, and we don’t acknowledge the people who are doing good work. Meanwhile, people who never receive thanks start to wonder if they are noticed, pull back, stop offering their ideas, and start job hunting elsewhere. Try this week: Look for one contribution each person on your team is making . Tell them what you notice about their work and why it matters. Instead of simply saying, "Good job," try: "Thanks for staying ten minutes past shift change to walk Jamie through the new changeover on Line 3. She now knows exactly what to do instead of guessing." Three elements of meaningful praise are: Be specific. Name what they did and the effect it had. Keep it natural and proportionate. A quiet word can mean a lot. Recognition doesn’t have to be in front of the whole team. Let it stand on its own. Don’t add a "but" or a new request right after the positive feedback. Sincere, specific praise helps people feel seen. It builds rapport because you're showing you notice how they contribute, not just whether the task got done. And people are more likely to speak up and share ideas when they feel heard and connected to the people they work with.  Conversation is Where Leadership Happens™ How often does your appreciation go unspoken? Join our Workplace Conversations Clinic on October 19, 3:00 to 3:30 PM, live on Zoom. You'll practice giving praise that feels natural and helps people feel valued. You'll also have the chance to practice other difficult workplace conversations, from raising concerns to working through disagreements. Reserve your place here!