Setting Clear Performance Expectations For All Roles

Regularly, when a manager is frustrated with the performance of someone on their team, it turns out that the person didn't know what was expected of them or didn't feel they had permission to lead. For example, they may have the title of “head of events,” but does that mean they recommend or even decide which events we're going to, or do you (the manager) decide, and they execute? Or worse, are you telling them they have the authority to make decisions and move things forward but then second-guessing everything they do? How can they know what's expected of them if you say one thing and do another? Expectations and role clarity are cousins, but they are not the same. Role clarity is basically the “what” in a job — do you know what you are directly responsible for, and does it align with what others think you own? — and expectations are closer to the “how” — are you leading, supporting, deciding, driving, executing? What does your manager expect of you versus what are you doing? Clear expectation setting is all about clear delegation. Does the person know - What they own - At what level they own it - Who needs to participate, approve, etc - And on what timeline? Usually if something isn't working or someone is missing expectations, it's actually because one of those bullets above is unclear. As a manager, if there are parts of your team where you regularly feel frustrated or like things are moving too slowly, ask yourself if people really know what you expect of them. Did you make your expectations clear, including what they own, the timeline, and the definition of high quality? Sometimes, it turns out you just delegated a little too loosely — e.g., they know they own the project but didn't understand the urgency. But often, it turns out that what you expect of them and what they think they should be doing are just different, and you need to re-set. It is always fine to take some 1:1 time to say, “Just to revisit, I'm expecting XX and YY from you, and I'm also expecting you to ask for support if you need it. Does that match up with what you understand?” If they agree to the expectations, you have permission to return and ask, for example, “OK, then why are things moving so slowly, etc.? How can I help unblock you?” Also, it is normal for expectations to evolve, particularly in a fast-growing company. Everyone is learning together. The most important thing is to acknowledge that the expectations have changed openly. It is fine for expectations to change and evolve, but only if you communicate about it with the person. 

𝗢𝘃𝗲𝗿 𝟱𝟬% 𝗼𝗳 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝗗𝗼𝗻'𝘁 𝗞𝗻𝗼𝘄 𝗪𝗵𝗮𝘁 𝗜𝘀 𝗘𝘅𝗽𝗲𝗰𝘁𝗲𝗱 𝗼𝗳 𝗧𝗵𝗲𝗺 When I read that statement from Gallup, I did a doubletake. I reread it, thinking I had misread it in my haste to research some data for a presentation. Now, I have to ask: "HOW CAN THAT BE?" I could not help but wonder: Could this be related to the high number of unengaged employees? Then I turned to a theory: Is this a result of managers being afraid of being called micromanagers? I think they are related, although I have no proof yet. However, I am still researching it, and I have some anecdotal evidence that it might be. So, what do leaders do in the meantime? Gallup recommends that leaders: 🔸 Provide Clear Expectations: Set clear, specific goals for employees, ensuring they understand their role and what success looks like. 🔸 Ongoing Communication: Foster regular, open dialogue between managers and employees, making expectations a continuous conversation rather than a one-time event. 🔸 Tailor Expectations to Individual Strengths: Align employees' roles and goals with their individual strengths and talents, helping them perform at their best. 🔸 Use Strengths-Based Coaching: Train managers to coach employees through their unique strengths, empowering them to meet or exceed expectations. 🔸 Create Accountability Structures: Establish regular check-ins and feedback mechanisms to ensure alignment and help employees stay on track. However, the first thing that must be done is for the direct manager to sit down regularly—once a week or every two weeks—to determine how things are going. This is the one-on-one meeting owned by each employer/direct report to the manager. In this meeting, the direct report needs to report on: 1. What I accomplished this week related to the goals. 2. Where do I need help: removal of obstacles, training, and coaching? 3. What I am working on over the next week to accomplish related to the goals. If a manager structures a meeting like this, there is no doubt that every employee will know what is expected of them. And those of you who think this is micromanaging, you are incorrect. Having a structured one-on-one meeting creates a bond, a synergy between the employee and manager, to support one another and get things done. By implementing these practices, leaders can ensure their teams are focused, engaged, and working toward shared goals. Your partner in success, Joe Murphy ⏰ Leadership Insights video series (5 PM ET Mon-Fri) 📣Cool to repost 🔔Follow me for more success tips #CHROs #LeadersatAllLevels #TheLeadershipAcademy

People don’t sit with uncertainty. They fill it with assumptions. And those assumptions can lead to disconnection, rework, and frustration. Before you blame performance... Ask yourself: "Where can I provide more clarity?" Here are 4 silent Clarity Killers I see in teams: ❌ Unspoken Expectations ↳ People can't meet standards they can't see ↳ Assumptions take the place of alignment ❌ Undefined Ownership ↳ Everyone assumes someone else is responsible ↳ Which means no one truly commits ❌ Vague Commitments ↳ "Maybe" and "soon" become the new normal ↳ Deadlines blur and work drifts ❌ Unclear Feedback ↳ Growth feels random instead of intentional ↳ Problems go unasked, unresolved And the data backs it up: - Employees with role clarity are 53% more engaged - They’re 27% less likely to leave (Gallup) - Teams with clear roles are up to 25% more efficient (McKinsey) If Your Team’s Stuck, Consider this Clarity Check: ✅ Purpose → Does my team know team know why this work matters? → Have I linked it to our goals and priorities? → Does the team know what success unlocks for us? ✅ Clarity of Role → Does everyone know what they own? → Do they know what they’re not responsible for? → Can they see how their role supports others? ✅ Clarity of Expectations → Have I defined what “great” looks like? → Have I clarified how we’ll track progress? → Do they know how we’ll give and use feedback? If it’s not clear, it gets misinterpreted. Alignment starts with clarity. And clarity isn't just communication it's leadership responsibility. What needs redefining in your team? ——————— ♻️ Repost if you've seen these clarity gaps. 🔔 Follow Justin Hills for practical leadership insights.