In a recent LinkedIn post, Leanne Bridges discusses a common leadership pitfall: blaming managers for underperformance without examining the systemic factors that may be setting them up for failure. Bridges shares an anecdote about a Managing Director (MD) who was ready to terminate an employee, believing the individual was simply waiting to be told what to do.
“He’s waiting to be told what to do. I need someone who sees what needs doing.”
However, as Bridges details, a closer examination revealed that the issue was not the employee’s capability but a lack of clear direction and context from the MD. According to Leanne Bridges, the employee had a general understanding of the role but lacked specific priorities from the MD, making it difficult to discern what tasks were most critical.
The Crucial Role of Context and Prioritization
Leanne Bridges argues that effective management hinges on providing clear expectations and priorities. In the case she describes, the employee was focusing on what they *thought* was important, rather than what the MD actually needed. This highlights a fundamental gap in communication and expectation setting.
Bridges points out that check-ins were also a contributing factor, having devolved into mere updates rather than strategic conversations. “Check-ins weren’t happening in the right way. They’d become updates and chats, not conversations about what was required and what was getting in the way,” she writes.
The Impact of Vague Feedback
Another key area Leanne Bridges addresses is the ineffectiveness of vague feedback. The MD’s feedback to the employee, such as “You need to be more on top of things,” is precisely the kind of unhelpful criticism that leaves individuals unsure of how to improve. Bridges emphasizes that actionable feedback is crucial for development.
“You need to be more on top of things” doesn’t tell someone what to do differently tomorrow.
As Leanne Bridges explains, the solution involved addressing three core areas: improving expectation setting, refining the nature of check-ins, and ensuring feedback was clear and actionable. The focus, she stresses, was on fixing the *system* and the *process*, not on the individual’s inherent ability.
Systemic Fixes Lead to Surprising Results
The impact of these adjustments was significant. Within weeks, the employee began prioritizing the correct tasks, effectively addressing issues within their team, and demonstrating improved results. Leanne Bridges concludes that when the right structures and support are in place, employees don’t just perform; they often exceed expectations.
Not because he couldn’t do the job. Because the set-up wasn’t there for him to do it properly.
Leanne Bridges’s insights underscore the responsibility leaders have in creating an environment where their teams can succeed. By focusing on clear communication, strategic check-ins, and constructive feedback, managers can unlock the full potential of their employees, leading to better outcomes and a more engaged workforce.
When those pieces are in place, people don’t just perform. They surprise you.
📝 About This Content
This article is based on insights shared by Leanne Bridges on LinkedIn.
📅 Originally posted on March 9, 2026 | View original post on LinkedIn →