Communicating Performance Standards To New Employees

If someone is surprised by the feedback they receive, this is a management failure. After witnessing multiple instances of this failure at Amazon, we realized our feedback mechanism was deeply flawed. So, we fixed it. In order for the organization to perform at its highest, employees need to know not only what is expected of them, but also how those expectations will be measured. Too often, managers assume that capable people will simply “figure things out,” but this is difficult and destined to fail without explicit expectations and continuous feedback. I remember the experience of an employee we can call “Melinda.” She had been a strong performer for two years before she transitioned into a new role on another team. She attacked the new opportunity with enthusiasm, working long hours and believing she was on the right track. Then, her manager expressed concerns about her performance and the criticism came as a shock. The feedback was vague, and there had been no regular check-ins or early signs to help her course-correct. This caused her motivation to suffer and her performance declined significantly. Eventually, she left the company. Afterward, we conducted a full review and we discovered that Melinda’s manager had never clearly articulated the expectations of the new role. Worse, her previous achievements had been disregarded in her evaluation. The system had failed her. This incident was not isolated. It illustrated a pattern. It revealed broader gaps in how we managed performance transitions and feedback loops. So, in response, we developed and deployed new mechanisms to ensure clarity from day one. We began requiring managers to explicitly define role expectations and conduct structured check-ins during an employee’s first 90 days in a new position. We also reinforced the cultural norm that feedback must be timely, specific, and actionable. These changes were rooted in a core principle of leadership: you have to make others successful too. Good management does not involve catching people off guard or putting them in “sink or swim” situations. When employees fail because expectations were unclear, that failure belongs to the manager. The best thing to do when you see those failures is to treat them as systems to improve. That’s how you build a culture of high performance.

I was sitting in on a performance review when the manager said, "You're not meeting expectations." The employee's 8-word response stopped the room cold. He didn't get defensive. He just looked up and said: "I know. Can you tell me what they are?" In that moment, I realized the company had failed, not him. Leaders assume clarity when there is often confusion. The brutal truth: 𝗨𝗻𝗰𝗹𝗲𝗮𝗿 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗮𝗿𝗲 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗳𝗮𝗶𝗹𝘂𝗿𝗲, 𝗻𝗼𝘁 𝗮𝗻 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗼𝗻𝗲. If your team members are missing the mark, don't ask "What's wrong with them?" Ask, "What did we fail to make clear?" My solution is the 𝗖𝗟𝗘𝗔𝗥 𝗠𝗲𝘁𝗵𝗼𝗱: 𝗖 - 𝗖𝗼𝗻𝗰𝗿𝗲𝘁𝗲: Define exactly what "good" looks like. No vague terms. 𝗟 - 𝗟𝗶𝗻𝗸𝗲𝗱: Connect their daily work to the bigger company goals. 𝗘 - 𝗘𝘅𝗮𝗺𝗽𝗹𝗲𝘀: Show them a finished product or report that nailed it. 𝗔 - 𝗔𝗴𝗿𝗲𝗲𝗱: Ask them to repeat the expectations back to you to confirm. 𝗥 - 𝗥𝗲𝘃𝗶𝘀𝗶𝘁𝗲𝗱: Check in weekly. Don't wait three months for a formal review. That employee? Once we implemented CLEAR, he became a top performer. The problem was never his ability. It was their communication system. Have you ever had a major gap between what you thought you communicated and what your team actually heard? #PerformanceManagement #Leadership #Communication #ManagementTips

Performance management starts long before the PIP By the time most managers put someone on a performance improvement plan, it’s already too late. The truth is, performance management starts on day one - with clear expectations, consistent feedback, and visibility into what success looks like. I learned early on that if a rep is surprised they’re underperforming, that’s a leadership failure, not a rep failure. I set the tone by showing new hires exactly how I’ll measure them, walking through examples of what good and bad execution looks like. Then I make feedback a weekly habit, not a quarterly event. If numbers are slipping, we address it fast with a joint action plan, not vague encouragement. This does two things: it gives the rep a real shot at turning things around, and it sends a message to the rest of the team that performance matters. High standards aren’t about fear - they’re about fairness. Everyone deserves to know where they stand and how to get better.

Have unapologetically high expectations.   AND…  Have a system to help people to meet them. When I’m hiring and onboarding new people, I want them to know [in no uncertain terms] that we have high standards. We’re unapologetic about them. We communicate early that we’re anti-mediocrity and we don’t tolerate the bare minimum. But [and this is SO important] we also let them know we go out of our way to coach and develop people to exceed expectations. It’s equal parts challenge and support. It's how people do their best work. So, if you’ve got high expectations, be unapologetic about them. Own it. There’s power in having high expectations of people. It helps people see how they can grow. And at the same time, you need a system that helps people reach them. __________________________ Here’s how we do it: 1. Spell out the expectations and standards clearly and early. Make the outcomes explicit. 2. Prioritise fortnightly 1:1s. They don’t need to be long, but they do need to be consistent. 3. Build your coaching skills. As a manager, give less advice and ask more questions. You’ll help people to uncover their biggest learnings. 4. Celebrate people’s strengths and give them more opportunities to use them. 5. Identify the skill gaps together, and design an action plan to close them. Focus on one skill at a time, they'll make faster progress. 6. Make self-reflection and personal accountability a cultural norm. 7. Give fast feedback. Don’t wait to share constructive feedback; get into the habit of communicating it as soon as you can. #leadership #peopleandculture #HR

You’re doing probation periods all wrong! In my experience, many businesses set a probation period, bring on a new starter, and then panic at the end probation timeframe. They’ve either missed the date for review or they don’t want to pass the employee but have no evidence of why. A well managed probation period is about setting expectations, understanding the role and finding a cultural fit. And with the proposed day one unfair dismissal legislation likely coming in October 2026, it’s about to get more complex. This proposed change would mean employees could claim unfair dismissal from day one. What does that mean? You can’t afford to ‘wait and see’ if new hires work out - you need to be proactive from the start! ✅ Set Expectations from Day One: Setting crystal clear expectations from the outset is essential. Be upfront about what success looks like, what behaviours are expected, and how performance will be measured. Vague goals cause confusion. If an employee knows what’s expected, they’re more likely to meet those standards – and if they don’t, it’s easy to evidence where things went off track. ✅ Hold Regular Check ins: Monthly check ins aren’t just to see if the employee is up to scratch; they’re a chance to address concerns and adjust goals. Don’t make it a tick box exercise! Have a genuine chat about how they’re doing. These conversations can bring out red flags that might otherwise go unnoticed. With the new legislation, you could be stuck with a poor performer if you don’t act early. ✅ Tackle Issues Directly: When it comes to probation issues, there’s no room for British politeness. If something’s not working, say so. Awkward? Maybe. But addressing performance, behaviour or culture fit concerns early is essential. Don’t end up with an underperformer simply because no one wanted to have a tough conversation! ✅ Document Everything: If you end up in a tribunal post-October 2026, your records will be your best defence. Every check in, every piece of feedback, every warning should be documented. Think of it as a record that shows you gave the employee every chance to improve. ✅ Know When to Call It Early: Some people simply aren’t the right fit and it becomes clear early on. Don’t drag things out because you ‘feel bad’. If, after discussions, there’s no improvement, it’s time to consider ending the probation early. ✅ Focus on Cultural Fit Probation periods aren’t just about skills; they’re about culture. Does this person align with your values? Will they add to the team, or could they be disruptive? Failing to assess cultural fit will eventually become a big problem. So ask yourself: is this someone who really understands your mission? If not, don’t wait to make a decision. In my opinion, too many businesses only look at the end of the probation period when they should be paying attention all the way through. Take charge, set your standards high, and don’t be afraid to make the tough calls. Need help? DM me 👋🏻