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.

The Empty Chair Is Trying to Tell You Something

By Cathie Leimbach • August 18, 2026
An empty workstation gets your attention. What caused it should keep your attention. When attendance becomes a problem, the first response is often to review the policy, document the absence, or find someone to cover the shift. Those things may be necessary. But they don't tell you why the problem is happening. A conversation might. Instead of starting with “Why do you keep calling off?” try “I've noticed you've missed several days recently. What’s going on?” Then listen. You may hear about something outside of work. But you may also discover frustration with a supervisor, conflict with a coworker, unclear expectations, scheduling difficulties, or an employee who no longer feels valued. Understanding the reason doesn't mean ignoring attendance expectations. It means you know what you're actually dealing with. Also, look for patterns. Is absenteeism higher on one shift? In one department? Under one supervisor? Did it increase after a schedule or leadership change? Those patterns may tell you where another conversation needs to happen. Most importantly, don't wait until attendance becomes a disciplinary issue to start talking. Check in with employees. Ask what's making their work harder. Ask what they need from their supervisor. And when someone raises a concern or makes a suggestion, be sure to tell them what action you are taking or why their idea won’t be implemented. The goal isn't to eliminate accountability. It's to address problems before accountability is the only conversation left. Conversation is Where Leadership Happens™ You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on September 21. Gain insights from Cathie Leimbach and other attendees. Register here for the FREE Workplace Conversations Clinic 

Is Absenteeism a Pain in Your Pocket?

By Cathie Leimbach • August 10, 2026
Absenteeism is expensive. Every unexpected absence costs more than a day's wages. Someone else may need to work overtime. Priorities get reshuffled, service slows, projects fall behind, and customers notice. Before long, absenteeism starts taking money right out of your pocket. That's why many organizations turn to attendance policies, incentives, disciplinary action, or tighter oversight. But what if those approaches are addressing the symptom rather than what's really going on? Most people don't wake up one morning and suddenly decide they don't care about their work. Disengagement usually happens gradually. People stop sharing ideas. They stop feeling heard. They begin doing only what's required. Eventually, some stop showing up. By the time absenteeism is brought to your attention, the real issue may have been growing for weeks—or even months. If absenteeism has become a recurring challenge, don't just ask, "How do we reduce call-offs?" Instead, ask "What happened before people stopped wanting to show up?" That question may lead you somewhere an attendance report never will—and may ultimately save far more than overtime costs. Attendance problems. Accountability. Difficult conversations. Team conflict. Every leader faces workplace people challenges, and few have been taught exactly what to do when they arise.  Talking through your challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective is exactly what you need to see the situation differently. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic