When Managers Create Closure
Cathie Leimbach • August 12, 2020
How often do your conversations with team members lead to improved morale or greater productivity? How common is it for your team members to discuss a number of topics or generate several ideas but not determine any specific action steps? Maybe they expressed enthusiasm for several possible ways to improve performance but have implemented none of them. Why aren't they following through?
- As the manager, did you ask them at the end of the meeting which idea they were going to try this week?
- Did you follow up with them a few days later to see how well the new approach is working?
- As the manager, you have a responsibility to be clear about your expectations. If the purpose of your conversation is to improve productivity, ask each team member what they will do differently and when they will make the change.
- Also, ask what help they need from you to move forward with this plan. They might need training, access to additional software, or other resources to implement the new strategy.
- Be timely about checking in with them to see how well the change is going. They may have discovered some unexpected problems and need your support to work through them.
When you Create Closure at the end of a conversation or meeting, you are ensuring that you and your team members are on the same page. When they are clear on their next step, they can confidently move towards achieving team goals.
Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers. Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies. Managers either multiply energy or drain it. Clear, supportive managers raise performance. Avoiding, inconsistent managers quietly lower it. The good news? Small habits make a big difference: Clarifying expectations Giving timely feedback Addressing issues early Reinforcing priorities These moments add up. Instead of telling managers to “motivate people,” try asking: Where might expectations be unclear? Where is inconsistency allowed? What conversation is being avoided? When managers improve just a little, results improve a lot. 👉 Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.