as easy as... being clear

I spent several days last week with an executive team discussing role clarity for their division. Who does what. Which jobs don’t do certain tasks. What roles share responsibility for certain outcomes. Where do they draw the lines to make it possible for people to work effectively and efficiently?

At the end of the day, getting clear about job roles and responsibilities is an exercise in getting clear about expectations. This particular team tackled this work with focus and humor. They did an amazing job and made great progress.

Still, it’s interesting to me how often leaders approach expectations, feedback, and other matters of performance with the same statement:

“They should just know.”

My response? “How?!?”

How do people know what’s expected of them? How do they know what progress they’re making? How do they know if they’re doing a good job or a bad one?

How can they ever just know?

No one reads minds. No one is born knowing how to create an Excel file or use your report-filing system. No one can predict how their job may change based on future events.

We cannot know the expectation unless we are told. It really is that simple. We only know if we’re told.

So, tell them.

We have so many answers to this particular invitation to lead:

“But I don’t want to be a micromanager.”

“They’ll be insulted if I tell them how to do their jobs.”

“I’m too busy to spend all my time telling employees what to do.”

We’ve all been there—thinking these thoughts, resisting the truth that leading means getting really skilled at telling other people what you expect of them.

But telling alone doesn’t work. The kind of telling that creates clarity and confidence in a team is the kind that gets checked, confirmed, and adapted through conversation. Because there’s a second, equally important question that every leader needs to ask:

How do I know that my team knows and understands what I expect?

And the answer here is just as simple as the first: Ask.

You learn what your employees know by asking them.

Leadership, at its most essential level, is a continuous rhythm:

Ask. Tell. Ask. Tell.

Telling provides direction. Asking checks for understanding, opens the door to dialogue, and reveals whether your expectations landed the way you intended. These two actions don’t compete—they complement each other. Each strengthens the other.

Think of it like a dance. The movement might look different depending on the team, the tempo might change depending on the stakes, but the rhythm is consistent. Ask. Tell. Ask. Tell.

What does this rhythm sound like?

It might sound like this:

“Here’s what I need from you for the next client call.” (Tell)
“What’s your take on that?” (Ask)
“Okay, let’s talk about how to approach it.” (Tell)
“What would make this easier or clearer?” (Ask)

The tell sets expectations. The ask confirms understanding or identifies the gap. The follow-up tell adds detail or direction. The follow-up ask makes space for feedback or problem-solving.

If your goal is clarity, this is how you get there.

What gets in the way?

Sometimes it’s a fear of overcommunicating or patronizing the team. Other times it’s a worry about being seen as micromanaging. But let’s be clear: micromanagement is not about offering direction. It’s about controlling execution. Giving someone the information they need to be successful isn’t micromanaging. Withholding that information because you assume they already know—or should know—is a leadership miss.

Another blocker is time. Many leaders move so quickly that they don’t take the time to explain their expectations clearly. They default to phrases like “just take care of it” or “you know what I mean,” and then feel frustrated when the outcome misses the mark. In fast-moving environments, it’s tempting to skip steps. But skipping the ask/tell rhythm means doubling back later to re-explain or repair misunderstandings.

Clarity upfront saves time and frustration down the line.

Skills for the Ask/Tell rhythm

The rhythm is simple, but the skills behind it matter. Leaders who do this well build strength in a few key areas:

Conveying a clear, concise message: This means choosing words carefully, sticking to what matters most, and sharing context without overwhelming.
Asking meaningful questions: Go beyond "Got it?" Ask questions that show curiosity about how your team is thinking. Try: “What’s your plan for getting started?” or “What part feels unclear?”
Listening to understand: The ask is only effective if you listen with the intent to learn. This is how you adjust your messaging, clarify details, or catch gaps in alignment.
Observing and measuring progress: You’re looking for evidence—not just verbal confirmation. Has the behavior changed? Are results improving? Have they adopted the change you asked for?

Each of these is a skill you can grow. Practice helps. Awareness helps. But mostly, it comes down to deciding that clarity is a priority.

What does clarity make possible?

Everything. Clarity makes collaboration smoother. It reduces second-guessing and rework. It builds trust. It supports better feedback. It creates a shared language for accountability. It allows people to focus their energy where it matters most.

And here’s the bonus: a workplace culture that values clarity also becomes more compassionate. People are more willing to ask for help when expectations are routinely discussed. They’re more comfortable surfacing questions when asking is part of the rhythm. The result is a team that moves more easily—and more confidently—in sync.

So, if you want to build a team that delivers, start with clarity. Start with asking. Start with telling. Keep doing both.

Because the truth is, no one "just knows."

They know when you tell them. You know when you ask. And leadership gets better when you do both.

Key takeaways:

Clarity in expectations isn’t optional: Don’t assume your team knows what success looks like—tell them.
Micromanagement isn’t the same as direction: Leading with clarity prevents confusion, not autonomy.
Asking is leadership, too: Asking helps you understand where your expectations land and invites collaboration.

If you're navigating role clarity or looking for ways to strengthen communication on your team, I’d love to hear what you’re learning. And if you’d like a partner in refining your leadership rhythm, I’m always up for a conversation.

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