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”.   

How Leadership Growth Drives Business Performance

By Cathie Leimbach • June 17, 2025
Herminia Ibarra’s research offers compelling insight into why leadership development should be viewed as a strategic priority. Her work shows that helping leaders grow isn’t just beneficial for individuals—it significantly improves how organizations operate and perform. Ibarra explores how leadership identity evolves over time. When managers step back from daily tasks and begin thinking and acting more strategically, it creates ripple effects across the organization. Teams become more engaged, decision-making improves, and execution becomes more effective. These shifts enhance productivity, innovation, and retention—key drivers of long-term success. Her research also highlights the value of building strong leadership pipelines. Companies that invest in leaders who are adaptable, self-aware, and skilled at big-picture thinking tend to be more agile and resilient. These organizations are better equipped to respond to change and seize new opportunities. By reframing leadership development as a strategic investment rather than a soft skill, Ibarra shows how it creates measurable improvements in performance across the organization. Growth in leadership capacity leads to smarter decisions, healthier cultures, and stronger overall results. 👉 For a deeper dive into the data, click here to view Insights from Herminia Ibarra’s Research on Leadership Development and its Measurable Impact.

Age and Gender Shape How Employees Want to Be Appreciated

By Cathie Leimbach • June 10, 2025
In today’s evolving workplace, one constant remains: employees want to feel valued. Interestingly, research comparing data from before and after COVID-19 shows that employees' preferred languages of appreciation have remained remarkably consistent over time. However, age and gender differences reveal important nuances leaders shouldn’t ignore. Gender differences are clear. Men more frequently chose Acts of Service as their preferred form of appreciation (26%), while women gravitated toward Words of Affirmation (46%). When asked about their least preferred language, women were more likely to rank Acts of Service at the bottom, while men showed a strong dislike for Tangible Gifts. Age also matters. Employees over 60 overwhelmingly preferred Words of Affirmation (48%), while the youngest generation (under 20) leaned toward Quality Time (33%). These trends suggest that life stage and workplace experience shape what appreciation feels most meaningful.  The takeaway? While core preferences haven't shifted dramatically post-COVID, effective leaders need to understand and respond to individual differences. Avoid blanket strategies and invest in knowing how each team member feels most valued. Personalized appreciation builds stronger teams—across every generation and gender. For further details, see Dr. Paul White’s article on gender differences in appreciation preference.
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