Growth Factorials

It started with a call from one of my team members. She was upset, saying her manager had given her an ultimatum: “Meet your target or leave the job.” That wasn’t the message I intended when I pressed the manager to hit targets. But by applying pressure without offering a clear execution plan, I had triggered a ripple effect—one where fear replaced the execution plan.

When managers don’t have a clear plan or the right tools, they fall back on pressure and threats to drive results. Leadership is not about softening expectations for the sake of keeping everybody happy. It’s about setting high standards while giving people the right tools and support. There is no room for slacking or half-hearted efforts. At the same time, the way we address underperformance needs to be strategic, not fear-based.

Looking back, instead of just pushing down goals from the top, I should have partnered with the manager to create an actionable plan—breaking targets into smaller steps, tracking progress, and offering support. With the right execution levers, we could have driven performance without resorting to ultimatums.

Sustainable High Performance: High Standards with Support

To create an environment where teams perform at their best without burning out, leaders must work with the team to combine high expectations with execution plans and supporting tools. Here are a few steps that can be followed:

1. Set Clear Goals and Expectations

• Ambitious but Achievable Targets: Goals should be challenging but broken into smaller milestones to keep them within reach.
• No Tolerance for Slacking: Make it clear that consistent effort is non-negotiable. The focus should be on solving problems, not assigning blame.

When expectations are clear and real, your team can work towards achieving them—keeping standards high without unnecessary stress.

2. Empower Managers with Execution Levers

Instead of using pressure, empower your managers with practical tools to drive performance. Some examples are here:

• Coaching Conversations: Encourage managers to ask, “What’s blocking progress?” rather than just demanding results.
• Progress Tracking and Check-ins: Use weekly milestones or dashboards to monitor performance without micromanaging.
• Celebrate Progress: Recognize small wins to maintain momentum and motivation throughout the process.

These levers allow managers to lead their teams effectively, avoiding the need to use threats as a shortcut.ad their teams effectively, avoiding the need to use threats as a shortcut.

3. Communicate with Care and Precision

• Clarify Intentions: Don’t allow misinterpretations to cloud the minds of your team members by saying, “I am here to support you, not just demand results.”
• Check for Alignment: Ask the team to repeat what they understood to ensure everyone has the same understanding as yours.

Clear, intentional communication ensures that high expectations do not create confusion or unnecessary pressure.

4. Foster Accountability in a Collaborative Culture

• Shared Accountability: When things don’t go as planned, focus on collective problem-solving instead of blame game.
• Psychological Safety: Create an environment where people feel comfortable raising challenges early, so issues get addressed before they become crises.

This ensures accountability stays strong without undermining trust and support.

5. Prioritize Growth and Well-Being to Sustain Performance

• Ongoing Learning: Create training and development opportunities to keep employees engaged and ready for new challenges.
• Work-Life Balance: Keep an eye on workloads and make sure people have time to recharge, so they can perform consistently over the long run.

High standards can be sustained for the long term only when your team members feel they are learning, and growing and can maintain their energy levels.

Leading with Strategy, Not Fear

The phone call from my team member was a wake-up call for me. While high expectations are necessary for performance, pressure without support leads to building a toxic culture. As leaders, we need to enable managers with clear goals and execution levers to drive results strategically, not through fear.

Performance is not about just meeting numbers. It goes hand-in-hand with purpose, ownership, and progress. When we set high standards and back them up with guidance and support, people feel empowered to meet challenges head-on. That is how organizations build sustainable success—where teams thrive, innovate, and consistently deliver their best.