In this week’s video, I talk through the seven expectations every member has of their manager. And at the end of this blog, you can grab the one-page checklist for yourself (or, if you're in HR, to share with a group of managers).

But before that, I want to flip the perspective. Instead of repeating the list here, I want you to consider what these expectations feel like to team members. Because at the end of the day, it’s not the checklist that motivates someone to do their best work - it’s the environment you create as a manager.

These aren’t just “nice extras.” And they don’t require a budget. They’re what make the difference between an employee staying engaged in their role and career - or you ending up back at square one training their replacement. 

1. Feedback That Lands in the Moment

When managers give feedback right away, people feel like someone’s paying attention and cares enough to help them succeed. Imagine a barista being told, “The way you explained that new drink to that child made them - and their parents - light up. That's awesome - keep doing that!” They’ll repeat it with the next five customers and feel proud of their impact.

But when feedback is delayed - or missing - employees wonder, Does my work even matter? Over time, that lack of a clear answer makes them stop trying as hard, or start looking for a place where their growth won’t be ignored.

2. 1:1s That Aren’t a Waste of Time

To a team member, a good 1:1 feels like an opportunity to be heard and supported, without worrying if they're bothering you or if someone else is in line right behind them. An account executive might say, “I’m struggling to balance prospecting with all the internal meetings,” and their manager can help them consider whether they actually need to be in all of those meetings (and how to get out of them without burning bridges), and schedule their day. That conversation likely boosts revenue, and reduces the chance of that team member leaving anytime soon.

When 1:1s are constantly rescheduled or used only for updates, employees think, My manager doesn’t have time for me, or really care about me - just my work. That’s when they stop caring about development—and start wondering if they’d be better off somewhere else.

3. Career Talks That Don’t Only Happen at Review Time

When managers talk about career growth when they're not required to by HR, employees feel genuinely invested in. A medical assistant who hears, “I know you said you'd like some potential advancement. I’d like to support you in getting certified for a higher-level role” starts to picture a long-term career in the health center.

If those conversations don’t happen, people may think the only path forward is leaving for another job. When you show them they have a future right where they are - and you do it because you care, not because you have to - it changes everything.

4. Recognition That’s Fair and Shared

One of the best ways to recognize someone is to bring up their name with leaders or others. Ideally, do it when they’re in the room so they hear it firsthand - but even if they’re not, tell them that you mentioned them (or if someone else did). Imagine how motivating it feels to hear your manager say, “I told leadership about the great work you did on that project.” or "You got a shout out in the meeting for getting a customer feedback about how they always look forward to seeing you in the store."

Recognition can feel like water in the desert - exactly what people need to keep going, but also often happens too rarely. And it does need to be balanced. If the same person is always singled out, others can’t help but wonder, “Okay, but... what about me?” When people hear their individual contributions recognized, as well as how the team works together, they feel seen and that their efforts are worth it.

And if you truly can’t think of something to recognize? That’s the time to go back to #1 above - and give feedback on what an employee could be doing differently. Either way, the message is clear: you're genuinely there for them.

5. Priorities That Don’t Change by the Hour

Clear priorities give employees focus. For a remote team member juggling requests from three different people, they may think that you're a wizard and know everything they've just been asked to do. They may build a story in their head of "I'm being intentionally set up to fail!" when in reality, you had no idea they were getting pulled in so many directions. That’s why it makes such a difference when a manager checks in with, “I want to understand everything you’ve been asked to do and where you might need help.” Then, after listening, following up with, “Let’s focus on the client report first, then the presentation, and we’ll move the data request to tomorrow - I can support you on that.” Suddenly, the employee really sees you're there for them, knows where to start and ends the day feeling like they made real progress.

Priorities will shift - that’s part of work. But when they shift without explanation, employees feel frustrated (and other adjectives). They waste time bouncing between tasks, grow discouraged and think, “No one here knows what’s important.” Over time, that "how do I do it all" trap drains motivation until they stop putting in their best effort - or stop showing up at all.

6. Issues That Don’t Get Ignored

Nothing drags a team down faster than tension that’s left to fester. When two coworkers refuse to speak to each other and no one steps in, the rest of the team feels the strain and starts wondering, “Why should I put in the effort if I feel like I'm in nonstop drama?”

But when managers step in and address the issue respectfully and directly, it creates a whole new environment. They see that you recognize that humans may run into conflicts. But you also listen and bring team members back to a place of respect and collaboration. That sense of fairness is what keeps people motivated and committed to the team.

7. The “Why” Behind Changes

Change without explanation feels like chaos. New system? New policy? New menu? If it just drops without any context, people feel powerless, and often resentful.

But when managers explain the why - “We’re switching to this new process to save you time and reduce errors, and this is how we'll do it” - team members connect the change to something that benefits them, and have a sense of what's next.

Team members that hear the why (and the how) buy in faster and care about their work. Team members that don't often spend less energy doing the job... and more energy thinking about how they’ll explain their decision to leave in their next interview.

How to Bring These to Life

These expectations may seem simple, but to your team, they’re everything. And the simplest tools are the ones that actually get used. To get and use this tool (for yourself or a group), grab it here. 

If you’d like more support - for your own growth or for your organization’s managers - you can find more on our Manager Method website right now. Whether you need support right now or are planning ahead for your 2026 budget, we’re here to help you finally get those outcomes - starting with your managers.