Setting Clear Performance Goals For Team Members

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.

The Cost of Miscommunication: How to Set Clear Expectations with VAs Miscommunication with VAs isn’t just frustrating – it’s costly. You think you’ve clearly outlined the task. They think they understand it. But somewhere along the way, the message gets lost. The result? Missed deadlines, inconsistent work quality, and endless follow-up messages. At HelpFlow, we’ve learned that the root of these issues often boils down to unclear expectations. Here’s the 3-Step Framework we use to prevent miscommunication and set VAs up for success: 1. Define the Desired Outcome – Not Just the Task Most instructions focus on the ‘what’ – the specific task to be done. Instead, start with the end goal. What does success look like? Task-Only Approach: “Update the CRM.” Outcome-Based Approach: “Move all leads from the last 30 days into the ‘Contacted’ stage. Highlight any with a follow-up date in the next week so the sales team can prioritize outreach.” Why? When VAs understand the desired outcome, they can make decisions aligned with that goal – without constant clarification. 2. Break It Down Into Actionable Steps Avoid vague instructions like “Clean up the report.” Instead, outline clear, actionable steps that leave no room for interpretation: Step 1: Download the Q1 report from [specific location]. Step 2: Cross-check revenue figures against the CRM data. Step 3: Highlight discrepancies in red and summarize them in the ‘Notes’ section. Pro Tip: Use bullet points or numbered lists to structure the task. This way, VAs can easily follow along and tick off completed steps. 3. Anticipate Potential Roadblocks VAs may hesitate to ask questions, especially when working remotely. Reduce friction by preemptively answering common questions: If data is missing: “If you can’t find specific data, check the email archive under ‘Q1 2025 Reports’ or contact [specific person].” If they’re unsure about formatting: “Use the ‘Monthly Report Template’ located in the shared Google Drive.” If deadlines shift: “If the report isn’t ready by the deadline, notify the team in Slack and update the CRM status to ‘Pending.’” Framework in Action: Here’s how we implement this at HelpFlow: - We use our AI Interviewer to capture the ‘why’ behind each task, not just the ‘what.’ - Our Task Brief Templates convert vague instructions into clear, step-by-step processes that align with the desired outcome. - VAs have instant access to a knowledge base that addresses common questions, reducing back-and-forth and keeping work moving forward. What’s one task you delegated recently that didn’t go as planned? Share it below, and let’s break it down using this framework.

If you want to become a better manager overnight,  I would teach you this one skill: Setting Clear Expectations Why?  It is the single highest leverage activity you can do.  And nearly everyone leading a team does it poorly.  Or not at all. 📌 If you're the Manager: Setting expectations is your number 1 job. Your team will never meet your secret expectations.  Despite their effort, they're always falling short. The vicious cycle builds massive frustration. 💡 The Solution: Make Expectations Explicit - Agree on the What & When (SMART goals or OKRs work) - Agree on How (process, tech, budget, culture all matter) - Agree on KPIs or Metrics (how you'll measure results) Have them send you an email summarizing. Two more tips for managers: ✅ Co-author - Give them the pen on the first draft. - They're more likely to stick to the script they wrote. - You'll also learn how they see their role and can coach better. ✅ Consistency - Expectations are imperfect, so give feedback. - Agree upfront on how and when this will happen. - Use your 1:1 check-ins to review expectation monthly. ----- 📌 If you're the Employee: Why try and guess what your boss wants you to do? If the expectations map above makes sense... 💡 Write them down yourself. - If you're right, you have a written contract.  - If you're wrong, you gain clarity when they fix them. Either way, you gain clarity on how to win. Two more tips for employees: ✅ Synthesize - Focus on the big picture, not every detail - You create more value if you can connect the dots ✅ Empathize - Your manager will not have every answer - You can help them by surfacing the right questions ----- I've seen plenty of employees "win the second half."  But to win, you must understand the game's rules. And clear expectations create the scoreboard. Want my template to set clear employee expectations? Join 45,000 leaders getting my free newsletter: https://lnkd.in/eCvpr7RY And before you go... - Please repost ♻️ if you think this is a better way to work - Follow me at Dave Kline for more practical leadership posts

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

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.