Tips and Strategies for Setting Clear Expectations for your Employees

Cathie Leimbach • October 12, 2021

One of the most important roles you have as a manager is to set clear expectations for employee performance. Frustration and lowered performance frequently occur when you believe that your employees know what to do, but instead, they are looking for direction and clarity.

 

Your employees will appreciate knowing they are on the right track, or alternatively, exactly what they need to improve. Most employees appreciate knowing what to do and why. And they are less engaged when they do not have a clear understanding of what is required.

 

  • When developing expectations for performance, collaboration is critical. Your employees know best what the roadblocks to their success are. Allowing each employee to provide feedback and ask questions will increase clarity.

 

  • Have regular performance feedback sessions outside of your company’s formal review process, and make sure that performance expectations are in writing as well as shared verbally. 

 

  • Provide the purpose of each task and why it impacts the overall success of the company.

 

  • Determine what your expectations are. Include the why. And make sure they are clear and concise. For example:

o  Complete projects by a specific deadline so that the rest of your team can move forward with their tasks.

o  Follow up with clients within two business days, which will increase our client satisfaction.

o  Have a positive attitude, be open to feedback, and demonstrate a willingness to take input from your team members. This will create an environment where each team member can contribute to the overall project.

 

  • Minimize confusion by being crystal clear. Clearly communicate what is needed for success. For example,

o  Ensure new hires receive expectations in writing and take the time to get input and feedback to assure understanding.

o  Meet with each employee to discuss expectations, ask for feedback, and encourage questions.

o  Ensure that each employee understands your expectations and why they are essential.

 

  • Provide examples of why your expectations are important.  This will help each employee see how their performance fits into the bigger picture and help them feel their work matters.

o  Communicate why the expectations being set are important.

o  Break down the why of each expectation to minimize confusion.

o  Help each employee see how both they and the company benefit when they meet or exceed your expectations.

o  Being on time for work ensures operations run smoothly.

o  Keeping to project deadlines helps other team members complete their required work.

o  Displaying a positive attitude minimizes stress and keeps morale up among your team.

 

  • Get an agreement and a commitment from each employee.

o  Make sure that each of your employees understands and agrees to the expectations for their performance.

o  Document the expectations being outlined.

o  When performance falls below expectations, follow up immediately with the employee rather than wait for a formal review. This will help your employee understand the importance of their commitment and get on track in a timely manner.

 

Each of your employees wants to do a good job, understand how to be successful, and feel that their work and contribution matter. Setting clear expectations, getting buy-in from each employee, and providing consistent feedback will increase performance and employee engagement.

Feedback Isn't a Download. It's a Dialogue.

By Cathie Leimbach • July 14, 2026
Most leaders know they should give feedback. Yet many avoid it. Not because they don't care, but because they worry they'll discourage someone, create conflict, or say the wrong thing. Unfortunately, when feedback is delayed, vague, or avoided, employees don't feel supported—they feel uncertain. Research highlighted in a recent McKinsey Quarterly article found that employees who receive regular, specific feedback are significantly more engaged than those who don't. The problem isn't that employees dislike feedback. They dislike feedback that feels judgmental, unclear, or disconnected from their growth. The strongest leaders understand something important: Feedback isn't a download. It's a dialogue. When leaders approach feedback as an employee development conversation rather than a list of mistakes, people become more open to hearing hard truths and more motivated to improve. Effective feedback communicates two powerful messages at the same time: I respect you. I believe you can grow. That combination changes everything. The best leaders don't simply evaluate past performance; they help employees see future potential. Rather than focusing only on what went wrong, they provide feedforward —guidance on what someone can do to become even more successful. High-performing organizations understand a simple truth: Improvement requires input. The question for leaders isn't whether to give feedback. It's whether our feedback leaves people feeling smaller—or stronger. Feedback doesn't change people. Better conversations do. Download our one-page guide: 5 Practices That Turn Feedback Into Growth Learn five practical ways to make every feedback conversation more productive, more encouraging, and more likely to inspire lasting growth. Conversation is where leadership happens

Performance Conversations: Clarity Is Kindness

By Cathie Leimbach • July 7, 2026
Most leaders want better performance. They want employees who take ownership, meet expectations, solve problems, and continue growing. Yet many leaders seldom initiate performance conversations – and when they do, it doesn’t go well. Leaders often hesitate because they fear discouraging people. Employees, meanwhile, don't know if they are missing the target. This can be costly. Research highlighted in McKinsey's Courageous Conversations article found that organizations with strong performance practices are four times more likely to outperform their peers. Yet fewer than one-third of employees believe performance reviews actually help them improve. The problem is not just a lack of performance conversations. It's a lack of clarity. The article points to a simple but powerful distinction: separate the hardware of performance from the software of performance. The hardware includes facts, goals, KPIs, commitments, timelines, and standards. The software includes tone, timing, relationships, empathy, and intent. When leaders clearly explain the facts while delivering them with care and respect, employees become more receptive to improvement. Strong leaders don't judge people—they diagnose work.  They focus on behaviors, actions, and results rather than character. They clarify expectations, provide coaching, and create frequent opportunities for alignment. In high-performing cultures, clarity isn't viewed as criticism. It is viewed as support. As the article notes, "Clarity is a kindness, and ambiguity is a burden." Employees deserve to know where they stand, what success looks like, and how to improve. When leaders provide that clarity with dignity and respect, performance conversations become growth conversations. And growth is where better results begin. Download the Performance Conversations: Hardware & Software Checklist for Leaders and learn how to have everyday performance discussions that include opportunities for growth, accountability, and stronger results.