Whether it’s a podcast interview, a CEO coaching session, or simply a random inquiry, the most common question I’m asked is, “How do you have accountability if you have a people-first workplace culture?”
I’ve discovered that there are five primary myths that drive questions like this. These myths are totally unfounded, grow out of fear, lack of knowledge, resistance to any release of “control”, and a lack of understanding of people’s desire to succeed.
This week marks the beginning of a series addressing persistent myths about people-first workplace cultures. Over the next five weeks, we’ll tackle each myth head-on, starting with perhaps the most damaging one of all.
Myth #1: You Can’t Communicate High Performance Expectations
Let me share something that might surprise you: this myth represents the complete opposite of what people actually crave at work.
I remember mentoring a brilliant professional who was struggling with her team’s performance. “I don’t want to come across as too demanding,” she confided. “I want to be supportive and people-focused.” What she discovered changed everything about her leadership approach.
When she finally sat down with her team and clearly outlined her expectations for their next year’s goals, something remarkable happened. Instead of pushback or resentment, she received gratitude. Her team appreciated the decisiveness and clarity. It provided the team with more confidence.
People Thrive on Clear Expectations
Here’s the truth that fear-based leadership misses: most people desperately need more clarity about what’s expected of them, not less. Think about your own experience. Don’t you perform better when you know exactly what success looks like?
In traditional workplace cultures, expectations often remain vague and unaddressed until something goes wrong. Then they surface during those dreaded “gotcha” conversations that leave everyone feeling frustrated and misunderstood. This approach doesn’t protect people—it sets them up for failure.
People want to succeed. They want to be high performers. They elevate their game when there’s a crystal-clear understanding of what excellence means in their role.
The People-First Difference
A people-first approach doesn’t lower the bar—it makes the bar visible to everyone.
When we communicate high-performance expectations through a people-first lens, we create space for dialogue. We don’t just dictate standards; we ensure they are understood. We invite questions. We connect individual expectations to personal growth goals, creating that beautiful win-win situation where company success and personal development align.
This approach recognizes that behind every role is a human being with their own aspirations, strengths, and areas for growth. When we honor that humanity while maintaining high standards, we tap into something powerful: intrinsic motivation.
Practical Steps for Clear, People-First Expectations
Start with specificity. Instead of saying “improve your communication skills,” try “I’d like to see you provide weekly project updates that include current status, upcoming milestones, and any obstacles you’re facing.”
Make it conversational. Ask questions like “How does my expectation align with your professional goals?” or “What support do you need to meet this standard?”
Create regular check-ins. Don’t wait for annual reviews to discuss performance expectations. Make them part of ongoing conversations.
Moving Beyond the Myth
Whether you’re a team member seeking clarity or a leader communicating expectations, embrace openness. Be clear about what success looks like. Ask questions to ensure mutual understanding. Remember that people-first cultures make sure everyone understands not just what’s expected, but why it matters.
The fear that drives this myth—that being people-first means accepting mediocrity—simply isn’t based in reality. The most successful people-first organizations I’ve been part of or worked with have some of the highest performance standards I’ve ever seen. They just communicate with respect, clarity, and genuine care for each person’s success.
Next week, we’ll tackle Myth #2: the persistent belief that people-first cultures can’t deliver critical feedback. Spoiler alert: people actually want feedback more than you might think.
Chock-full of stories, strategies, and ideas, this innovative read will give you the motivation and ideas you need to implement culture transformation in your own business. I promise this book will be one of the best investments you have made in a long time. Meridith Elliott Powell
Grab your copy of Leading with Significance to find more magnetic insights to help you on your unique journey.
For more information on my presentations or to access my beBetter blog library go to joeyhavens.com.
