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.

Be Kind to Your Team AND Hold Them Accountable

By Cathie Leimbach • November 3, 2026
Tammy was furious. For the third day in a row, the hydraulic hose assembly line was falling behind. How could they keep customers happy when production was this slow? The target was 50 hoses per hour, with at least 98% meeting quality standards. Yet, after two hours, Tom's team had produced only 65 hoses, and six had failed inspection. Tammy marched over to Tom, the line supervisor. “This is unacceptable! You know our targets. Get your people moving!” She stormed off, frustrated and worried about falling further behind. Tom felt embarrassed and discouraged. He told his team to work faster. An hour later, production was still behind, and more hoses had failed inspection. Leadership Tip – Correct Kindly, Solve Problems Together Corrective action doesn't need to be harsh. A calm, respectful conversation can improve both performance and trust. Clarify the gap. Remind the employee of the agreed expectation and describe what you've observed. “Tom, our target is 50 hoses per hour, with 98% meeting standards. Your team produced 65 in two hours, and six failed inspection.” Explore causes and solutions together. Ask, “What's getting in the way?” Listen carefully. Perhaps a crimping machine needs adjustment or a new employee needs coaching. Ask, “What could we do differently? How can I help?” Agree on next steps. Ask Tom to summarize what he'll do. State what you'll do to support him. Agree on when you'll review progress. Bottom Line Kindness doesn't mean lowering expectations. It means helping people meet them. Conversation is Where Leadership Happens™ Be kind. Be clear. Hold people accountable. Have a conversation you’ve been putting off because you don’t want to sound harsh—or let the issue slide? Bring it to the Workplace Conversations Clinic on November 16 to discuss addressing the problem with kindness, setting clear expectations, and agreeing on next steps. Reserve your spot for the November 16 Workplace Conversations Clinic → HERE

Everyone Noticed. No One Said Anything.

By Cathie Leimbach • October 27, 2026
“The same production line’s data is late again,” someone said. “Are we just supposed to keep begging for it?” Maya looked up. Two employees had stopped their own work to help track down the data missing from the weekly report to headquarters. She knew there had been delays. She hadn’t paid attention to how often or what happened when the data came in late. Each Friday, John sent the report out, and Maya moved on. Her team hadn’t moved on. They were tired of disrupting their own work to address the same problem week after week. The Symptom Late work. Repeated mistakes. People asking why they should bother when others don’t do their part. When there is a pattern of leaders letting missed deadlines slide, employees notice. Silence can leave people thinking that missed commitments are acceptable, even when that isn’t what the leader intends. Monitoring performance gives leaders a clearer picture of what is happening—and something specific to discuss with those involved. The Tip Here are three steps to noticing problems and sharing your performance concerns. Track the data. Look at information tied to the work, such as deadlines and errors. Maya could track how often data for the weekly reports arrived late. Walk around. Spend time where the work happens. Notice what people are doing and how one person’s work affects another’s. Maya saw two employees put their work aside to finish someone else’s task. Share what you find. Bring the facts and your observations to the attention of the person involved. Maya could say: “Your weekly production data was submitted late three of the last four weeks. Today, I saw Lee and Sam stop their work to get the raw data and do the analysis.” That makes it clear to the employee that submitting data late is not acceptable. Conversation is Where Leadership Happens™ Is there a pattern at your workplace that you’ve noticed but haven’t addressed? Join our Workplace Conversations Clinic on November 16 to discuss addressing performance concerns. Bring a situation you’ve been letting slide. Reserve your place HERE