Communicating Performance Expectations

You might not want performance conversations to be personal, but trust me, they are very personal to your employees. Their livelihood is at stake. Their capability is in question. The consequences are incredibly high. My job is to stay calm and bring structure to it. Otherwise, it can become a tangled mess. Ideally, I’ve set clear expectations upfront. And they’ve been getting feedback from me at a regular clip. But sometimes, we must step back and ask, “Where are we?” Here's how I structure those conversations: 📌 My first question: "Do they see it?" Do they appreciate what’s needed to meet or beat expectations? Do they understand how and why they’re coming up short? If "No," you need to get them there. How? Asking them to self-assess can give me useful intel. You can also finesse this by getting others to provide feedback. Different words can often break through. If they do see it... 📌 "Do they want to fix it?" If the answer is "No," the path becomes painfully obvious. You can’t have people in the role that don’t want to meet it. And people willingly leaving their role is easiest. How? Finesse it by previewing the severance or exit package. Identify roles they might thrive in. Chances are they're frustrated, too. Or if they’re a great fit in the wrong role, you can discuss a trial elsewhere in the org. Finally, if they see it and want to fix it... 📌 “Do they know how?” If not, this is a great place to coach. Use questions to guide them in the direction you need. If they write the map, they tend to follow it. If they know how and are not improving, there are two possibilities: -> They’re not making the change. -> They’re making it, and it’s not helping. In either case, the fair choice for your team and for them is likely an exit. These conversations are always challenging. But they're nearly impossible when we don't have a plan. You can have conversations, or you can lead them. In moments of high emotion, clear is kind. If you found this post helpful: - Please repost ♻️ to help other leaders - Follow Dave Kline 🔔 for more posts like it - Subscribe to my MGMT Playbook 📕 (in bio) Join 30K leaders and get access to 75 practical playbooks + working templates for every challenging management moment.

VP: "Employee A is under-performing. They won't last long." Me: "Did we clearly explain to employee A the expectations for the role?" VP: "Yes, definitely. Very clearly explained" Me: "Have you told them as clearly as you have told me?" VP: "Actually... no. Not that clearly." Me: "Great, let's have a convo. Let's CLEARLY tell them what those expectations are." — They had the conversation and within two weeks, Employee A's performance was on par with everyone else on the team. Why is that? They got the skills suddenly? They got more motivated? They just did not know what good performance looked like. Before making assumptions on why a team member is under-performing. Communicate SUPER effectively the expectations for the role. Clarity creates speed. Speed creates progress. Progress creates momentum. Momentum makes success inevitable. agree?

Reality check: if your employees are not able to perform well, it’s not their mistake. It’s yours. Nearly 50% of employees say that they don’t know what their managers expect from them. As a result, they become disengaged and aren’t able to give results. This is why managers need to take responsibility and set the right expectations using the ICE framework: ▶ I: Idea Convince your team that they are not just completing a task, but are contributing to a greater vision. ↳ Ensure that they know your “why.” ↳ Get them aligned with your vision. ↳ Tell them how their contribution can help the organization. ▶ C: Concerns Address any challenges your team faces and let them know that you are invested in their well-being. ↳ Conduct 1:1 meetings to understand their issues. ↳ Encourage open communication and make them feel valued. ↳ Provide access to tools, training and resources they might need. ▶ E: Expectations Don’t leave them confused and frustrated. Communicate everything clearly. ↳ Set clear goals and timelines for each task. ↳ Document performance standards and key deliverables. ↳ Review progress and provide feedback to ensure clarity. Remember, your team can get things done only when they are fully engaged. And it’s up to you to take care of this. What strategies do you implement to set the right expectations with your employees? #employees #team #leader

Over the years, I've discovered the truth: Game-changing products won't succeed unless they have a unified vision across sales, marketing, and product teams. When these key functions pull in different directions, it's a death knell for go-to-market execution. Without alignment on positioning and buyer messaging, we fail to communicate value and create disjointed experiences. So, how do I foster collaboration across these functions? 1) Set shared goals and incentivize unity towards that North Star metric, be it revenue, activations, or retention. 2) Encourage team members to work closely together, building empathy rather than skepticism of other groups' intentions and contributions. 3) Regularly conduct cross-functional roadmapping sessions to cascade priorities across departments and highlight dependencies. 4) Create an environment where teams can constructively debate assumptions and strategies without politics or blame. 5) Provide clarity for sales on target personas and value propositions to equip them for deal conversations. 6) Involve all functions early in establishing positioning and messaging frameworks. Co-create when possible. By rallying together around customers’ needs, we block and tackle as one team towards product-market fit. The magic truly happens when teams unite towards a shared mission to delight users!

Confronting an underperforming employee is never easy. Here’s my guide to make sure it doesn’t go off the rails. Schedule a one-on-one meeting with the employee. Send the invite at least one day in advance via email, using a generic title like “Discussion”. Write detailed notes on what you plan to cover in the meeting. Meeting tone: Once the meeting starts, avoid small talk and get down to the matter at hand immediately. Maintain a positive and constructive attitude.  Focus on the facts, the impact, and the solutions. Do not focus on the personalities, the emotions, or point fingers. The beats of the meeting: Open by stating that this is going to be a difficult conversation about their performance issues. Make it clear that the goal of this meeting is to find a way for them to improve. This sets the tone. Next, describe the circumstances that have made this discussion necessary. Be specific about actions, dates and times, and tell them what the impact of their underperformance has been on the business and other co-workers. If applicable, tell them exactly where they’ve violated your policies. Get the employee’s perspective: Do they feel they have the necessary time, support, and resources to perform their job? Has anything changed in the business that has an impact on the employee’s performance? Has anything changed outside of the business, like a personal issue or health problem? Be clear about your expectations: Be specific, e.g. “Your job starts at 8 a.m. from Monday through Friday. You should be at your desk and available to answer client calls by that time every business day.” Together with the employee, make a detailed action plan you both understand and agree on. Set specific steps, deadlines, and targets. Include what you will do to support them. You should both sign and date the document. Schedule several followup meetings to check in on their progress. Once you’re done, update your meeting notes to include everything you discussed. Follow up: Send a recap of the meeting and your agreed upon action plan to the employee immediately after the meeting. If you have any to-do items on your side, get through them ASAP. You want them feeling the urgency of the situation. From there, things will go in one of two directions: Hopefully, the situation will improve. If it does, give that employee recognition. Refer specifically to what they’ve accomplished. Sometimes, things don’t get better. At that point, it’s time to move towards parting ways. — I hope this helps. Thoughts on this process? Comment below!

“Every few months, something new gets added to my plate. More projects. More people. More expectations. But no one’s telling me what success actually looks like. I’m making it work, but I’m guessing. And the feedback I get is vague at best.” That's a quote from a client a few weeks ago. And if you're like most leaders I know, you’ve taken on more lately. But nothing got redefined. No new goals. No updated metrics. No alignment conversations. You’re doing more, but still being measured by your old job. And deep down, the fear creeps in: “I’m working twice as hard and I don't know if I'm doing the right things to really move the needle.” It's more common than you may think: Only 50% of employees strongly agree they know what’s expected of them at work. (Gallup) And it gets worse when roles expand without proper clarity or support. So what happens? You try to do it all. You say yes to everything. You avoid asking for clarity just in case it makes you look unsure. You hope your work speaks for itself. (Hint: it doesn't.) Here's how under-performers respond: – Avoid clarity conversations altogether – Wait for someone else to set direction – Assume effort will magically cover the gap And most leaders: – Say yes to everything to prove their value – Work harder, hoping it’ll get them noticed – Guess what matters most, then overcompensate But high performers: – Define what success looks like, even if no one else has – Reset expectations directly with their managers and stakeholders – Clarify their scope and priorities on paper (not just verbally) – Track outcomes, not just tasks If you’re dealing with this right now — here’s how we coach leaders through it: 1. Audit what you’re actually doing, not what’s in your job description 2. Map your scope: what’s yours, what’s unclear, and what needs to go 3. Define what success should look like in this version of your role 4. Reset expectations with your manager or stakeholders using a simple alignment doc or email 5. Track progress monthly so your accomplishments become visible 6. Ensure your manager and stakeholders are aware of your progress by communicating clearly what you've done, what you've said no to and how you've delivered results This works because it addresses: The work. The structure. The required conversations. And the fear that says, “You’re not allowed to clarify this.” You are. And if you want help, I’ve got space for a few coaching sessions this week. We’ll clarify your role. Build your alignment plan. And help you lead from there. Message me if you want one. #ExecutiveCoaching #LeadershipDevelopment #StrategicLeadership #HighPerformers #PerformanceUnderPressure #RoleClarity #LeadershipTools

🔥 How to Handle a Difficult Conversation as a Leader 🔥 Difficult conversations are one of the toughest parts of leadership but also one of the most important. The key isn’t just delivering bad news and walking away, but staying engaged, even when it’s uncomfortable. I recently wrote about this in my Harvard Business Review article, “How to Talk to an Employee Who Isn’t Meeting Expectations,” where I shared strategies to turn these moments into opportunities for growth. As an executive coach and advisor, I work with leaders navigating these conversations every day. Here are four things to keep in mind to make the discussion more productive: 👉 Set the stage for collaboration Approach it as a partnership. Start with alignment: “My goal is to provide clear feedback and ensure we are collectively working toward your development.” 👉 Encourage self-reflection Invite them to assess their own performance. “Looking back, what’s working well? What would you improve?” This helps shift the mindset from blame to growth. 👉 Deliver feedback with clarity Be specific and avoid ambiguity. Focus on observed behaviors, not assumptions. Instead of “You’re not engaged,” say: “I’ve noticed you’re quieter in meetings, and team members think you are disconnected.” 👉 Reset expectations and look ahead Frame the conversation around the future. Instead of focusing on what went wrong, ask: “How would you handle this situation differently next time?” Difficult conversations don’t have to feel like confrontations. When approached with preparation, empathy, and a focus on growth, they can be transformative strengthening both performance and trust. Please share in the comments, what strategies have helped you navigate tough conversations? ⬇️ 📖 Read my full HBR article here: https://lnkd.in/eMuV9eWp #Leadership #Coaching #Feedback #FutureOfWork #GrowthMindset #Careers #Thinkers50 #Coach #Professor #Advisor #MG100 #BestAdvice #JennyFernandez

Last week, I had the privilege of facilitating a three-day leadership training for all the managers and directors of a local government agency. The day our training began, I received heartbreaking news: a family friend had died by suicide as a result of a workplace issue. The tragedy was a gut-wrenching reminder that what happens inside our organizations—and inside our people—matters deeply. It reinforced why I begin almost every leadership training with the foundation of the Step into Your Moxie® Vocal Empowerment System: developing a strong Inner Voice. When leaders don’t understand or tend to their own inner dialogue—or the voices that dominate their team members’ internal narratives—employee engagement, performance, and well-being suffer. Sometimes, the consequences are far worse. So, in this training, we lingered longer than usual on self-talk. We explored: What voices hold the mic in your head, especially during uncomfortable moments? How does that internal chatter show up in communication and leadership with team members? What do you think the people you lead say to themselves, especially when they make a mistake, receive feedback, or feel overwhelmed? And then we got practical. When we transitioned into a module on coaching direct reports through a performance improvement plan, we began with empathy mapping. Because we had spent time building intrapersonal awareness, participants were able to go deeper, to look past surface-level behaviors and identify fears, assumptions, and narratives driving their employees’ actions. We talked about how to do this in the real world, especially during 1-on-1s and more formal coaching moments. We talked about how to take these insights into everyday leadership. Participants identified the importance of: -Beginning 1-on-1s with a genuine check-in—asking how people are really doing, and gently probing when someone’s initial answer feels surface-level. -Shifting from “How do I fix this?” to “Where does this person need support?”—and staying open to the idea that what people most need may not be more training or resources, but to feel seen and heard. -Removing isolation and building trust—by creating consistent space for honest dialogue, leaders reduce stigma and strengthen the foundation for positive mental health at work. When leaders prioritize presence over perfection—and connection over correction—they help rewrite the internal narratives that so often go unchecked. This is how we create cultures where people not only perform better, but also feel safer, stronger, and more human at work. Because sometimes, the most powerful leadership skill we have is helping someone shift the voice that says they’re not enough or that they’re alone as they navigate tough times.

Your words shape the air people work in. I’ve been in enough rooms to know, it’s not the policies that make or break a culture. It’s the everyday language leaders use without thinking. One sentence. Said the wrong way. Can shut somebody down. And one sentence, said with intention? That’s the kind of thing people remember years later. Toxic vs. Empowering communication, with real alternatives that create trust, not fear: ❌ "This is how we’ve always done it, don’t question it." ✅ "If you have ideas to improve this, let me know." → Innovation thrives where curiosity is welcomed. ❌ "I don’t care how you feel; I need results." ✅ "Your well-being matters. What challenges are you facing?" → Results don’t come at the cost of people. Sustainable performance starts with empathy. ❌ "Why weren’t you available?" ✅ "I respect your time off. Let’s plan to connect during work hours." → Respecting boundaries builds a culture of trust. ❌ "I thought you would do a better job." ✅ "This is a great start. Here’s an idea to make it even better." → Feedback should lift, not crush. ❌ "You should know this by now." ✅ "What questions do you have?" → Curiosity should be encouraged, not punished. ❌ "I don’t pay you to think; just do as I tell you." ✅ "Your insights and perspectives matter." → Smart teams are built on shared thinking, not dictatorship. ❌ "I need to know exactly what you're working on at all times." ✅ "You decide how the work gets done-I trust you." → Micromanagement kills morale. Autonomy drives ownership. ❌ "I don’t have time for your excuses." ✅ "What’s causing setbacks? Let’s find a solution together." → Accountability without blame is the secret to real progress. ❌ "If you can’t handle the pressure, this might not be the job for you." ✅ "How can I support you?" → Strong leaders lift people up when they’re overwhelmed, not push them out. ❌ "You are lucky to have this job." ✅ "Your contributions make a real difference. Thank you." → Gratitude > threats. Always. If you’re leading people, even if it’s just one person check your language. That’s where the work starts. Start by listening to how you show up when things are messy, rushed, or tense. Because that’s what they remember. Every time. ♻️ Repost this if you believe leadership is built in the small moments. 🔔 Follow me Armers Moncure for communication that builds trust, not fear.

Over the past 20 years in market research, many project issues I've seen stem from mismanaging client expectations. Whether you work for a research firm, an agency, a consultancy, or any other business that involves regular client discussions, here are 4 pointers. 1️⃣ Communication—Regularly communicate, candidly ask the client how often they want updates, and never let a week go by without touching base, regardless of the project stage. Anticipate questions and answer them before they ask. A client sending an email asking, "What's the status of...?" is a failure on your end - within reason. Lack of responsiveness leads to mistrust, even more micromanagement, skepticism, and other issues that can be snuffed out by communicating openly. 2️⃣ Be Realistic—We all want to say "yes" to clients, but there are often ways to showcase your experience and expertise by being honest about what can be achieved with a given timeline and budget. The expectation could be a lack of understanding about the process or industry norms. Underpromise and overdeliver versus overpromise and underdeliver. Those honest conversations may appear inflexible, but they're often more about setting expectations and setting up both parties for long-term sustainable success. Saying "no" to this project could be a better long-term decision for the account than saying "yes" and failing with no second chance. 3️⃣ Understand Perspective—Take the time to actively listen to your client's needs, goals, and priorities. It goes beyond listening and includes asking smart (and sometimes bolder) questions to get a complete understanding. What drove the need for research? Why is receiving results within 2 weeks crucial? What happens if you don't receive results in 2 weeks? Understanding what's pushing the decisions behind the scenes can be a game changer. 4️⃣ Solutions Over Problems—Never present a problem or an issue to a client without a path forward. "This happened, but here are 3 things we can do to fix it." You need to be more than someone who relays information, you need to be a true consultant. Be able to justify each recommendation and explain the pros and cons of each path. -------------------------------------- Need MR advice? Message me. 📩 Visit @Drive Research 💻  1400+ articles to help you. ✏️ --------------------------------------