As a leader, one of the most common frustrations is when your team doesn’t deliver what you expect. When this happens, the instinctive response is often to blame the employee. But, more often than not, the problem lies with the leadership. If your team isn’t meeting expectations, it typically boils down to one or more of these three key mistakes that you, as a leader, are making.
1. You’re Not Being Clear About What You Want
Many leaders assume that employees should intuitively know what is expected of them. This is a dangerous assumption. While employees might have a good understanding of routine tasks outlined in their job descriptions, that often isn’t enough, especially in a rapidly changing world where new challenges and projects arise.
Your team needs direction. They need clarity. If your people don’t know what to do, it’s because you didn’t communicate effectively. This is where the three Cs of critical communication come into play:
– Clear: Be unambiguous. Tell your team exactly what needs to be done, no guessing allowed.
– Concise: Cut the fluff. Your instructions should be precise and direct to avoid confusion.
– Compelling: Motivate your team to act. Your message should inspire them to put in the effort and take ownership of the task.
If you’re unsure they fully understand, ask them to repeat the instructions back to you. This ensures there’s no room for misinterpretation. Clear communication is the foundation of successful leadership, and this step is critical to achieving it.
By asking your team to repeat what you’ve said, you’re confirming their understanding, not just testing their memory. Failing to do this leaves you operating with a dangerous miscomprehension—assuming alignment when none exists. Miscommunication is often a silent saboteur in leadership, only showing up after damage is done, like missed deadlines or misguided project outcomes.
This simple but crucial step eliminates any assumptions and ensures that your team is crystal clear on the instructions. It also fosters accountability by allowing employees to confirm their understanding and ask questions if needed. Skipping this step might seem minor, but its consequences can be major. It’s a small investment of time that prevents larger issues down the road and builds a culture of openness and collaboration.
2. You’re Not Permitting Them to Say, “I Don’t Know”
Leaders often assume that their team knows how to complete a task—especially if the team doesn’t voice any concerns. But in reality, many employees are afraid to admit they don’t know how to do something. This fear of looking incompetent can lead them to proceed blindly or avoid the task altogether.
As a leader, it’s crucial to create a space where your team feels comfortable admitting they’re unsure. Always ask if they understand how to tackle the assignment. More importantly, listen closely to their response. If they’re hesitant or vague, they might be masking uncertainty. Ask probing questions to identify gaps in their understanding, and don’t leave the conversation until you’re confident they know exactly what to do.
One powerful tool for achieving this level of openness is the Six Thinking Hats technique. Developed by Edward de Bono, this method encourages your team to look at a problem from six different perspectives—represented by six metaphorical hats, each with its own approach. This can be especially useful when employees are hesitant or unclear about a task, as it provides a structured, non-threatening way to explore different viewpoints.
For example, let’s say you’ve assigned your team a challenging new project, and you sense hesitation during your briefing. Using the Six Hats technique, you could guide the discussion like this:
– White Hat (Facts): Ask the team to discuss the facts. What do they know for certain? Are there any gaps in their knowledge about the project?
– Red Hat (Feelings): Encourage them to express their emotional reactions. Are they nervous or uncertain? Do they feel confident in their ability to handle the task?
– Black Hat (Caution): What risks or challenges do they foresee? Is there anything that could go wrong, and how could they mitigate those risks?
– Yellow Hat (Optimism): What are the potential benefits of completing the project successfully? What opportunities does it present?
– Green Hat (Creativity): Encourage them to brainstorm creative solutions or alternative approaches to any challenges they’ve identified.
– Blue Hat (Process): Finally, reflect on the overall process. Are the steps clear? What needs to happen next to move forward with confidence?
By encouraging your team to think through these various perspectives, you’re giving them the tools to voice uncertainties and concerns in a structured, thoughtful way. This reduces the likelihood of them masking their confusion or pretending they understand when they don’t.
3. You’re Not Allowing Them to Disagree
Sometimes, employees simply don’t want to follow your instructions. This can stem from a disagreement with your approach or personal feelings towards you as a leader. In many cases, they won’t vocalize this disagreement—they’ll just nod along and either ignore your request or execute it half-heartedly, setting it up to fail.
One powerful way to avoid this silent disagreement is by asking them to put on a Black Hat and directly invite opposing viewpoints. A simple, effective question you can ask is, “Tell me why this is a bad idea.” This approach accomplishes two important things: (Please note that because you are the leader, more often than not you’ll hear something like, “Oh no, it’s a good idea.” When this happens, you must respond by saying, “Yes, but I want you to put on a Black Hat and come up with reasons why this could be a bad idea.”) This encourages more critical thinking and honest feedback.
1. It encourages openness: By framing the invitation in a non-threatening way, you make it easier for your team to share concerns without feeling like they’re being insubordinate. It shifts the conversation from potential conflict to collaboration, where everyone’s goal is to refine the plan for the best outcome.
2. It neutralizes hesitation: Employees may hesitate to express disagreement because they don’t want to challenge your authority or seem negative. By explicitly inviting them to critique your idea, you eliminate that barrier. You’re telling them it’s not only okay to disagree but that their input is valuable and necessary.
By wearing the Black Hat, your team will feel more comfortable presenting their concerns in a way that is critical but not personal. It also signals to them that you value their critical thinking and insights, and that you’re not just looking for agreement, but for thoughtful input. For example, if you’re planning a major product launch, encouraging your team to “wear the Black Hat” might reveal potential risks in the timeline, unforeseen technical challenges, or overlooked market factors—issues that you can address before they escalate.
This technique fosters a deeper sense of involvement and engagement. Employees realize that their input is not just welcomed but essential. It empowers them to speak up when they see potential risks, giving you the chance to refine your plans and avoid problems down the line. This practice also allows you to identify when the disagreement is based on valid concerns (such as resource constraints or operational risks) versus when it may stem from personal resistance or misunderstanding.
By incorporating the Black Hat into your discussions, you help your team transition from passive acceptance to active participation in shaping strategies. When people feel heard and are encouraged to express their concerns, they’re more likely to invest in the success of the project, knowing they contributed to refining and improving the final decision.
Navigating the Complex Dynamics of Leadership
Finally, beware of team dynamics. Sometimes employees are hesitant to support your ideas because they’re afraid of looking bad in front of their peers. If your idea succeeds and theirs doesn’t, it might make them feel less valued. To combat this, be mindful of how you handle rejected ideas. Acknowledge the thought and effort behind them, and make it clear that every contribution is valuable, even if it isn’t implemented.
In summary, when employees don’t do what you expect, it’s often because of gaps in leadership. Failing to communicate clearly, creating an environment where uncertainty isn’t addressed, or not allowing space for disagreement can lead to poor performance and disengagement. Fixing these issues requires introspection and a commitment to better leadership practices.
Leaders who take responsibility for their team’s success will find that their employees rise to the occasion—when they know what is expected, are equipped to succeed, and feel heard and respected.