Welcome to The Subtle Shift, a weekly newsletter where I share small but powerful ideas to help you lead with clarity, inspire change, and create a lasting impact. This week’s issue concerns one of the most overlooked but powerful ways to improve team performance: setting better expectations.
When “Fine” Isn’t Good Enough
I recently spoke with a client dealing with a familiar frustration: a team member who wasn’t giving their best.
They weren’t doing anything terrible. They showed up. They completed their tasks. But there was no pep in their step—no real motivation or engagement.
In short, they were doing the bare minimum.
The leader I was coaching was understandably frustrated. He wanted to take action. He considered coming down hard on the person. He even thought about gathering feedback from others to build a stronger case for a disciplinary process.
But before he did any of that, I encouraged him to pause.
Because what he was describing wasn’t necessarily a disciplinary issue—it was a clarity issue.
Expectations Set the Tone
Here’s the truth: leaders set the tone for performance and morale through the expectations they establish.
When people underperform or deliver “just okay” work, it’s easy to assume it’s a motivation problem. But more often than not, it’s a signal that expectations haven’t been clearly set, reinforced, or modeled.
Performance challenges are almost always an opportunity to reset expectations—not through a bold declaration or dramatic confrontation, but through a few subtle shifts in how we talk about what’s expected.
I told my client to reset the conversation by getting clear on three things:
The Three Types of Expectations That Matter Most
1. Performance: Are you doing what you said you would do?
Performance starts with follow-through. If someone says they’ll deliver something, it must happen on time, without excuses. Leaders set the tone by making it clear that commitments matter.
Say this:
“Last week, you said you would complete the ABC report and send it to Bob by Friday at noon, but that didn’t happen. I expect people on this team to honor their commitments and do what they say they will do, and I want others to trust and rely on us. In the future, can you be sure to follow through on your commitments without needing reminders?”
2. Quality: Are you doing it well?
Completing tasks is not the same as doing them with care. Quality work reflects attention to detail, thoughtful execution, and pride in what’s delivered. Leaders should communicate what “excellent” looks like and explain that getting something done is not the only expectation.
Say this:
“I noticed the report you submitted met the basic requirements, but it lacked depth and missed some key insights. On this team, we do better than this. We deliver thoughtful, well-crafted work that is ready to be acted on. That’s the standard we live up to, and I know you can live up to that standard.”
3. Conduct: Are you doing it in a way that builds trust and respect?
Conduct is often the missing piece in performance conversations. But in modern, collaborative environments, how we work with others is just as important as what we produce. Respect, professionalism, and emotional intelligence aren’t soft skills. Respect, professionalism, and emotional intelligence are success skills that good leaders prioritize.
Say this:
“Your work on the project was solid, but the way you responded in yesterday’s meeting was dismissive and created tension with the team. On this team, we treat each other with respect and dignity, even when we disagree. We work constructively and protect our relationships as we pursue our goals. Can you commit to that going forward?
Why This Matters
When expectations are vague, performance will be inconsistent.
But when expectations are clear about performance, quality, and conduct, people know where the bar is. They know what good looks like. And they’re more likely to rise to it.
So, if you’re dealing with a team member who feels disengaged or underwhelming, don’t start with a warning. Start with a conversation.
One that reaffirms your expectations and conveys that your expectations extend beyond a performance baseline.
This Week’s Subtle Shift
Ask yourself:
- Have I communicated what I expect regarding performance, quality, and conduct?
- Have I modeled those standards myself?
- What subtle shift can I make this week to clarify expectations—before I escalate the situation?
And remember: setting expectations isn’t about being tough—it’s about being clear and caring.
Here’s to a week of more explicit conversations, stronger standards, and subtle shifts that move your team forward.
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