Supporting People to Fulfill High Expectations

Cathie Leimbach • February 7, 2022

Believing the best of people usually brings out the best in people. When you tell people what you expect, you believe in their capacity to meet your expectations, and they feel valued, they will be motivated to fulfill high expectations. But, when people don’t know what you expect from them, don’t know if they are on track, and don’t have your support to do their job well, don’t be surprised by underperformance.   


If you want your team members to achieve more, here are 3 ways that you can support them towards fulfilling high expectations.


1.      Co-Create Goals

Rather than simply telling your people what you expect them to accomplish, review with them the organization’s mission, values, and goals; discuss why their role is valuable; and invite their ideas about what they could contribute towards fulfilling the company’s goals. Explore how their preferences can be aligned with the company’s needs and together develop meaningful goals. Your belief in their ability to add value at work encourages them to put their best foot forward. They are more likely to buy-in and achieve such co-created goals.   

 

2.      Be Clear on the Quality, Quantity, and Timeline for Achieving the Goals

Ensure the Co-Created Goals are clear. Doing better this year can be achieved by a 1% increase in sales but you might be expecting a 10% gain. As well as being clear about the quantity of results you expect, be specific about the quality required. State the measurable outcome you expect each day or month, and reinforce your expectation by monitoring performance. 

   

3.      Provide Frequent Feedback and Support

Setting high expectations, yet not acknowledging when they are achieved, demotivates your employees. If it is not important enough for you to praise their work, then their work must not really matter. When you find that the goals haven’t been met, talk with your employees to discover what prevented them from meeting your expectations and support them in overcoming these obstacles. When you demonstrate that the goals really matter and you believe they have the potential to meet your expectations, people will rise to the occasion.  Weekly manager-employee one-on-ones provide regular opportunities for the manager to lift their people up with praise and encouragement and for the employee to ask for guidance.

 

When managers have high expectations for their team members, believe in their capacity to contribute, and support them in overcoming hurdles along the way, their employees will be empowered to fulfill those expectations. Individuals, managers, and organizations win when managers engage their employees and support them to achieving meaningful goals.

Connectional Intelligence: The Power Skill Behind Big Results

By Cathie Leimbach • December 9, 2025
In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes. Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures: Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious. Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding. Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving. Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals. Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters. Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.

Psychological Safety Isn’t About Smooth Sailing — It’s About Real Growth

By Cathie Leimbach • December 2, 2025
When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need. As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them. A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it. Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this: · You may hear difficult feedback, but it helps you grow. · You are encouraged to take risks, and supported when you slip. · You are stretched beyond your comfort zone, and guided along the way. When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance. To explore more of these ideas, visit R. Michael Anderson's website .