Setting Clear Expectations Reduces Employee Quitting

Cathie Leimbach • July 5, 2023

Remember when you had a coach, teacher, mentor, parent, friend who believed in you 100%? Their high expectations and total belief for what you could do enabled you to perform better than you imagined, consistently and confidently.  You felt good about being successful and you wanted to experience more of these good feelings.  You knew you were in a right-fit place and never considered quitting the team.  You took more courses with that teacher because you understood their expectations.  You spent more time with that friend because you both had similar expectations of the friendship. Likewise, when managers are clear about workplace expectations and provide reinforcing feedback, employees are likely to succeed and much less likely to quit.     

 

However, a recent Harvard Business study found that 69% of managers reported being uncomfortable communicating with their employees.  When managers don't tell employees specifically what they want them to do in a way that the employees understand what is expected, there is little chance of them producing the desired results.  This often leads to managers complaining about employee performance or ignoring underperformers.  Employee frustration with their failure and inadequate communication with their boss causes them to resign, work with mediocre effort, or become a quiet quitter (to collect a paycheck but not even try to accomplish anything).

 

Effective managers make it a priority to clearly communicate expectations.  They share exactly what results they are expecting from each employee, specify which procedures are to be followed, and regulary provide feedback so employees know when they are or aren't fulfilling expectations. Imagine how your employees will feel when they know what is expected.  Good performers will be confident about keeping their job and poor performers will know where they need to improve.  Nobody will be wondering if they are on the right track so they won't be wasting time and energy worrying about their job security.  They will be likely to become strong performers who aren't thinking of quitting your organization. 


Here are some best practices for communicating expectations an regulary reinforcing them so your employees are clear about workplace expectations:

  • Connect the company "why" to your employee's "Why".  Your employees need to know why what they do matters. More importantly, they need to find a sense of purpose in your organization's mission. Treat your employees like they make a difference, and they will.
  • Be clear. Set clear expectations and goals. Meet with each of your direct reports one-on-one periodically to make sure they understand what "good performance" is. And put it in writing so that it is easy to keep track of what has or hasn't been communicated.
  • Co-Create Goals. Don't dictate. Co-creating goals and expectations will create higher buy-in and more significant accountability. Having a conversation with each of your employees will empower and support them to meet and exceed expectations.  
  • Provide C.A.R.E feedback. Continuous. Accessible. Regular. Empathetic. Schedule regular meetings continually. Be responsive, approachable, and empathetic. You have a unique opportunity to unleash the most significant contributions of others.
  • Hold them accountable.  Praise their successes, kindly point out where improvement is needed, and willingly give them the support necessary to become more effective.
  • Be approachable.  Encourage your employees to reach out to you with their questions.  Be available when they need clarification.  Welcome the disruption to your schedule when the purpose is to equip an employee to do their job more effectively. 
  • Get out of their way. Develop agreed-to expectations with each employee. Give them the support they need. And then let them do their thing. Trust that they can solve the problem, find the solution, take care of the customer, innovate and inspire other team members. 

 

As managers, it is essential that you communicate and reinforce expectations effectively and frequently.  You will be making huge deposits into your employees' confidence and performance, greatly decreasing the likelihood that they will quit your company. 


What can you do this month to communicate your expectations more clearly?  Register for - and attend - our free 45-minute webinar “3 Tips to Reduce Employee Quitting”.   

Thanksgiving: Beyond the Turkey and Thank-You Notes

By Cathie Leimbach • November 25, 2025
As leaders, we know Thanksgiving week is prime time for employee appreciation. But here's the thing—a generic "thanks everyone" email hits differently for different people. Dr. Paul White's research on the 5 Languages of Appreciation in the Workplace offers a smarter approach. Just like people receive love differently, your team members feel valued in distinct ways: through words of affirmation, quality time, acts of service, tangible gifts, or physical touch (think handshakes and high-fives in professional settings). That all-star on your team? She might light up from a handwritten note praising her specific contributions. Your behind-the-scenes problem-solver might feel more appreciated if you help him out by clearing his schedule for an afternoon so he can tackle his backlog. This Thanksgiving, skip the one-size-fits-all approach. Take ten minutes to consider how each team member prefers to be recognized. It's not about grand gestures—it's about matching your gratitude to what actually resonates with each individual. When appreciation lands in someone's preferred language, it doesn't just feel nice. It builds loyalty, boosts morale, and reminds people why they show up every day. That's something worth being thankful for. Curious about what languages are preferred? Click here to learn more!

The Power of Strategic Choice: Making Room for What Matters

By Cathie Leimbach • November 10, 2025
In most organizations, the instinct is to add —more goals, more projects, more meetings. But as Juliet Funt, founder of the Juliet Funt Group, teaches in her Strategic Choice process, real leadership strength lies in deciding what to stop doing . Strategic Choice is the intentional narrowing of priorities—cutting away the clutter so teams can focus on what truly drives results. It’s a disciplined act of letting go: saying no to good ideas so there’s room for the great ones. Funt’s approach challenges leaders to pause, think, and create the mental and operational space their people need to perform at their best. By removing unnecessary tasks and misplaced effort, leaders make room for precision, innovation, and real thinking time. This isn’t about doing less—it’s about doing what matters most. When businesses adopt this mindset, they replace overwhelm with clarity and regain control of their time, energy, and outcomes. For small to mid-sized companies, embracing Strategic Choice can transform busyness into focus—and that focus is where sustainable growth begins. Want a quick visual overview? View Strategic Choice: Making Room for What Matters to see how this process helps leaders focus on what truly drives results.