Step Right Up! The Greatest Leadership Skill on Earth: Clarity
Grab the free worksheet at the end and take action today.
Let’s cut to it: if you’re a leader and you haven’t clearly defined what you expect from your team—you’re not leading. You’re hoping. And hope is not a strategy.
The Power of Clarity
The most successful teams don’t get that way by accident. They get there because someone—usually a leader—was bold enough to set the tone from day one. That tone starts with expectations.
Expectations are not lofty mission statements or generic values posted on the breakroom wall. Expectations are direct. They sound like:
- “Show up for work on time.”
- “Respond to emails within 24 hours.”
- “Own your mistakes and speak up when you’re stuck.”
If you don’t define what success looks like, you’re leaving people to make it up as they go—and then acting shocked when they miss the mark. That’s not fair leadership. That’s lazy management.
Let Your Team Talk Back (In a Good Way)
Setting expectations shouldn’t be a one-way street. Every leader should also be asking their team, “What do you expect from me?” And even better: “What do you expect of yourself in this role?”
Have your team members write down their own list of expectations—what they need from you, what they expect from their peers, and what they plan to deliver themselves. When both sides lay their cards on the table, it builds alignment, trust, and accountability.
For New Hires: Make It Crystal Clear
New hires are like sponges—they’ll absorb whatever culture you hand them. That’s why you must set clear expectations from day one.
I’m talking 30, 60, and 90-day expectations. Not fluffy onboarding checklists, but real, tangible goals. What should they learn, own, improve, or complete at each milestone?
Because if you don’t tell them, someone else will. And that “someone” might be Chad in the breakroom giving advice like “just fly under the radar and don’t ask too many questions.”
A Conversation with My Niece
Not long ago, my niece was heading into her first professional job. She called me, nervous but excited, and asked: “What questions should I ask the hiring manager?”
My answer? Ask them what they expect from someone in this role.
If they can’t give you a clear, concise answer—that’s red flag #1. Because if a manager can’t articulate expectations, what exactly are you walking into? A job? A guessing game? A full-blown circus?
Probably a circus.
Stop Reinventing the Wheel
Some managers make the mistake of thinking they have to rewrite expectations from scratch for every single team member. Not true.
Many roles—especially those with repeatable tasks or standardized outputs—can (and should) share the same baseline expectations. If your office assistant, marketing coordinator, or customer service rep needs to be on time, meet deadlines, and log activity in the system—those expectations don’t need a fresh draft every time someone is hired.
Create standard templates. Refine them over time. And reuse them. This isn’t about laziness—it’s about consistency and efficiency.
Why So Many Managers Miss the Mark
Most of the managers I’ve worked with don’t document expectations.
Why?
Because no one ever taught them how.
That boggles my mind. Expectations are not some complex HR doctrine. They are the what behind the work. What do you want your employee to do? Start there.
If you can’t say it simply, you don’t understand it clearly.
FREE RESOURCE:
To help you apply this right away, I’ve created a downloadable sample worksheet you can use in your own workplace. Whether you’re onboarding a new hire or leveling up your current team, this tool offers a clear, practical way to get everyone on the same page.
Final Takeaway
If you want performance, set the expectation.
If you want growth, communicate the expectation.
If you want chaos, stay quiet.
And remember: don’t just set expectations for your team. Set some for yourself, too.