Your Role in Strong Workplace Performance
Cathie Leimbach • August 20, 2020
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Good News! If you're tired of your employees not meeting your expectations, there is something you can do about it! You have the power to solve the four most likely reasons for disappointing workplace performance!
- Barrier #1 - Most employees (yes, the majority of employees), don't know WHAT they are expected to accomplish at work. Maybe you asked Bob to write a report on how the department is doing during Covid. But, did you tell him that the CFO asked for a report that explains why production has decreased and cost per product has increased? Did you tell Bob that the report requires a one-page executive summary, a table of last-year-to-date and this year-to-date production, cost of production, and staff attendance numbers, and up to three pages of explanation?
- Barrier #2 - The majority of employees don't know HOW to achieve the desired results. Bob may never have prepared a report for senior management so doesn't know there is a standard company format. He may not know where to find attendance or cost of production data.
- Barrier #3 - Bob may not know WHY this job needs done, WHY completing this task will make a difference? Will the report just sit in the CFO's inbox or will it be used to equip staff to enhance performance? People are more committed to doing work that has value.
- Barrier #4 - There may be OBSTACLES that prevent Bob from doing the job. He might not have access to the report-writing software. Those who have the required financial and attendance data may view this information to be their source of workplace power and not be willing to share it with Bob. You may have to ensure they provide the data.
If you aren't satisfied with the performance of your team members, the ball is in your court! When will you ensure they are clear about:
- WHAT they are expected to achieve each day?
- HOW to do the job effectively?
- WHY their work is important?
- How you will remove OBSTACLES
- that limit their success?
Most leaders want better performance. They want employees who take ownership, solve problems, adapt to change, and consistently deliver results. Yet Gallup reports that only 31% of employees are engaged at work. That means nearly 7 out of 10 employees are not fully applying their talents, effort, and initiative to their roles. The question leaders should be asking isn't simply: "Why aren't employees performing?" It's: "Are we developing people to perform at their best?" Gallup's latest research suggests many organizations may be falling behind. Nearly 6 in 10 CHROs say employee development is one of the areas where their organization struggles most. At the same time, fewer than half of U.S. employees have participated in training or education to build new skills for their current job. That gap creates risk. As AI, technology, customer expectations, and job responsibilities continue to evolve, employees cannot meet changing expectations with outdated skills. The impact is especially significant among high performers. Gallup found that organizations providing fewer development opportunities are more likely to lose their best people. The good news is that development doesn't require expensive programs or lengthy workshops. It starts with leaders who consistently: • Connect strengths to daily work • Clarify expectations • Provide meaningful feedback • Coach performance • Hold growth-focused conversations One of the most effective ways leaders can support employee development is through regular 1-on-1 meetings with each direct report. These conversations create opportunities to coach, remove obstacles, align priorities, and discuss growth before problems become bigger issues. For practical ideas, read our resource: 5 Factors in Successful 1-on-1s . Organizations that thrive won't simply expect more from employees. They'll develop people so they can contribute more. Because when employees grow, performance grows with them.
Most leaders want stronger culture. Less silo thinking. Better accountability. More ownership. Healthier teamwork. Higher engagement. But culture rarely changes because of posters, slogans, or mission statements. It changes through thousands of conversations leaders have every week. That’s one reason Jim Brown’s book, The Imperfect CEO , stands out. Rather than focusing on leadership image, the book centers on the real work of building trust-centered organizations. Shari Seckler, CEO of PenFinancial Credit Union, wrote: “This book shows why collaboration and culture aren't soft – they're the backbone of lasting success.” Marc Jeffreys, President of Revision University, described it this way: “Jim Brown’s framework helps leaders foster environments where trust grows, purpose strengthens, and teams move forward together.” In our Conversational Management work, we consistently see that culture is shaped by how leaders handle everyday moments: difficult feedback missed expectations recognition conflict coaching conversations accountability discussions collaborative decision-making Employees usually decide whether they trust leadership based on these interactions far more than company messaging. That’s why books like The Imperfect CEO matter. They remind leaders that organizational health is not built through perfection. It is built through clarity, humility, consistency, and meaningful conversations repeated over time. If you lead people, this book deserves your attention. Order your copy today.