The Deadline Only You Knew About

Cathie Leimbach • October 20, 2026

"When you get a chance." Kelly meant Wednesday. Alex heard next week. 


The report needed fixing. Alex had said he'd take care of it. So, when she opened the file before Thursday's meeting, she expected to see the changes. 


They weren't there. 


"I thought you meant next week," Alex said. "And I wasn't sure which sections you wanted changed." 


Kelly was frustrated. This wasn't the first time something had slipped. 


But as she replayed their conversation, she remembered what she'd actually said: "Can you tidy this up when you get a chance?" 


She had a deadline in mind. She knew exactly what needed changing. She hadn't told Alex either one. 


The Symptom 


Missed deadlines. Quiet resentment. The thought, "This isn't the first time." 


It's hard to hold someone accountable for an expectation that was never stated.  Too often, when a leader’s expectation isn’t met, they think, "my team members just don't follow through" or "I shouldn't have to chase people."  Yet, the problem is often that the leader didn’t communicate clearly. 


Requests like "Keep me updated," "Make this a priority", and "Be more proactive" may feel clear in your mind when you say it.  But others may leave the conversation with a very different picture in their mind.  Then, leaders are frustrated when the result doesn't match their intention. 


The Tip 


Healthy accountability starts with a shared understanding of what needs to happen. It continues when you follow up on what was agreed to. 


Before you finish your next conversation about a task, make sure you've settled four things: 

  • What needs doing 
  • What the desired result includes 
  • Who will do it 
  • When it is to be done by 

 

After you have clearly stated your expectations, ask the other person to state the specifics of the assignment. Give them an opportunity to raise questions or discuss competing demands. 


Kelly could have said: "Alex, please update the sales figures and add a short summary of what's changed since last month. I need it by Wednesday, October 28, at 3:00 pm so I can review it before Thursday's meeting. To be sure I explained the task well enough, please state what I asked you to do.”  “What challenges might get in the way?" 


Then agree on what happens if a problem comes up: "If that timing looks too tight, let me know by Tuesday so we can work out the next step." 


Now there's a commitment you can both refer to. If Wednesday comes and the report isn't ready, Kelly can address it directly: "We agreed it would be ready by 3:00 today, and I haven't received it. What happened?" 


Clarity won't prevent every missed deadline. But it increases the chances that everyone is on the same page – and that your expectations will be met.  When leaders make expectations clear and are open to employee questions and concerns, accountability becomes part of how the team works.  Quality results become the norm. 


Conversation is Where Leadership Happens™ 

 

Do you wonder how to make your expectations clearer or how to avoid frustration when holding others accountable? Join Us on November 16 



Join our Workplace Conversations Clinic on November 16 to practice setting clear expectations and following up when things slip. You could also have a chance to practice difficult conversations within your team.   


Reserve your place → HERE


They Can't Read Your Mind. Tell Them You Appreciate Them.

By Cathie Leimbach • October 13, 2026
"I thought you knew I appreciated your work." Kate hadn't planned to say those words in a one-to-one. But when a team member told her, "I'm never quite sure whether you think I'm doing a good job," she was caught off guard. He was someone she relied on. He helped new colleagues settle in, handled difficult customers calmly, and often spotted problems before they got bigger. Of course she valued him. Then she tried to remember the last time she'd told him, and what she'd actually said. There was a quick "Thanks, everyone" at the end of a meeting. A "Great work" in a team email. But she couldn't recall ever telling him what she had noticed about his contribution. Kate had been worried about rising absences and a team that seemed less involved. Praise wouldn't explain or fix every issue. Still, this conversation raised a question she hadn't considered: how many people on her team were feeling their efforts weren’t noticed or appreciated? It's easy to assume people know we appreciate them, especially the ones who quietly get on with the job. We turn our attention to whatever needs fixing, and we don’t acknowledge the people who are doing good work. Meanwhile, people who never receive thanks start to wonder if they are noticed, pull back, stop offering their ideas, and start job hunting elsewhere. Try this week: Look for one contribution each person on your team is making . Tell them what you notice about their work and why it matters. Instead of simply saying, "Good job," try: "Thanks for staying ten minutes past shift change to walk Jamie through the new changeover on Line 3. She now knows exactly what to do instead of guessing." Three elements of meaningful praise are: Be specific. Name what they did and the effect it had. Keep it natural and proportionate. A quiet word can mean a lot. Recognition doesn’t have to be in front of the whole team. Let it stand on its own. Don’t add a "but" or a new request right after the positive feedback. Sincere, specific praise helps people feel seen. It builds rapport because you're showing you notice how they contribute, not just whether the task got done. And people are more likely to speak up and share ideas when they feel heard and connected to the people they work with.  Conversation is Where Leadership Happens™ How often does your appreciation go unspoken? Join our Workplace Conversations Clinic on October 19, 3:00 to 3:30 PM, live on Zoom. You'll practice giving praise that feels natural and helps people feel valued. You'll also have the chance to practice other difficult workplace conversations, from raising concerns to working through disagreements. Reserve your place here!

“All Good” is Never a Good Response

By Cathie Leimbach • October 6, 2026
“All good,” they said. But Sarah wasn’t so sure. In the team meeting, just two people did most of the talking. Team members who once offered ideas just waited for the meeting to end. Three people called in 'sick' on the day of our monthly planning and progress-review meeting. Today was just another day with her disengaged team. Sarah realized that whenever she asked others how things were going, she got the same response: “All good.” It never failed that within a day or two of what seemed like positive feedback, a problem surfaced. It might be that they didn't know how to proceed with a new project. Or they were trying to hide a mistake they made. Things definitely were not "All Good". Then, she thought about the questions she usually asked. “Everything on track?” “Will that be ready by Friday?” She wanted to know how her people were progressing with their work. But she had asked closed-ended questions, so she got brief responses that told her nothing. At her next one-to-one, she asked, “How have things been for you lately?” “Fine. Busy.” She almost moved on. But, instead, she dug a bit deeper. “What’s been making things especially busy?” This time, the answer was different. There were competing demands she hadn’t known about. A concern that had gone unspoken. And a feeling that nobody really talked anymore unless they needed help with something urgent. This one conversation provided important information. It gave her a place to start moving forward to improve engagement and results. If you can relate to Sarah's struggles, here are some tips to help you stay on top of how your employees' work is truly going. Absenteeism and disengagement can have many causes. We can't begin to understand them by accepting thoughtless answers. We need to create an environment where people feel comfortable sharing what’s really happening. Interpersonal rapport is essential. It grows through small moments: asking a thoughtful question, listening without rushing to solve a concern, remembering what someone said, and checking back. This week, try asking a couple of specific open-ended questions such as: “What’s been going well for you?" And "What’s been difficult?” Let the answers guide your next questions. Give the person room to share. Then, a few days later, follow up. “You mentioned the client report deadline was going to be hard to meet. How’s it going?” Then, "What help do you need?" When you take a few minutes for such check-ins, employees feel more supported than if you just ask, “How are you?”, as you are walking by. It indicates: I heard your concern. I remembered. I’m interested. I want you to succeed. Your team members are more likely to get involved, be honest with you, and share ideas when they feel heard and connected to the people they work with. Want to get more comfortable starting those conversations? Join our Workplace Conversations Clinic on October 19 to practice building interpersonal rapport through conversations that matter.  Reserve your place → [registration link]