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”.   

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.

The Culture Problem Most Leaders Don’t See—Until It Shows Up in Results

By Cathie Leimbach • April 28, 2026
Most CEOs don’t wake up worrying about culture. They’re focused on growth, margins, execution. But culture quietly determines all three. Because when people feel disconnected, something subtle happens: Execution slows Ownership drops Problems surface later—and cost more Nearly a third of employees describe their workplace as isolated or impersonal. That’s not just a morale issue. That’s an execution risk . And employees don’t “love” a company because of perks. They stay committed when they feel valued. When that’s missing: Effort becomes transactional Communication becomes minimal Discretionary effort disappears The data is clear—when employees feel valued: Attendance improves Conflict decreases Productivity rises This is where many organizations misfire. They try to fix culture with initiatives. But culture is shaped in daily leadership interactions —not programs. And most leaders haven’t been trained to have regular meaningful conversations. They have been promoted to people leadership positions yet not prepared for their new roles. When untrained leaders don’t get topnotch results, it’s not due to a gap in effort or potential. It’s due to a current gap in ability. What can you do about it? Where might your workplace culture be quietly affecting execution—even if performance still “looks okay”? 👉 Join our next 45-minute Leadership Conversation— Workforce Challenges . We’ll explore how culture impacts performance—and what leaders can actually do about it.