In our work with staff and managers, we regularly hear candid, revealing sentiments – things they rarely express openly but consistently feel. These insights shape how we approach our training courses and interactions. We intentionally weave in messages they are eager to hear but seldom do.

One of the most impactful messages we emphasize is this: You were hired because you’re a high performer. Firms don’t hire average talent. They seek individuals who demonstrate exceptional capability, potential, and drive. And because the bar is high, the expectations are too. That includes delivering strong effort, producing high-quality work, meeting deadlines, and maintaining clear communication with supervisors.

We also reinforce that corrective feedback is not criticism – it’s development. Taking feedback personally only creates defensiveness and stalls growth. When approached with the right mindset, feedback is a powerful tool for accelerating learning and performance.

When we deliver these messages in training sessions, we consistently notice the following:

1. Nods, smiles, and knowing smirks: clear signs that the points resonate.

2. Sustained attention – even on video, it’s evident when people are engaged.

3. Visible pride: when we reinforce that they were chosen for their potential, posture improves and engagement deepens.

4. Breakout discussions that go long – time always runs short when they’re deeply invested in the topic.

5. Insightful report-outs – the reflections they share are often thoughtful, practical, and immediately applicable.

These observations reinforce something essential: most staff and managers want to do well. They want to grow. They want to be recognized as high performers.

Unfortunately, many only hear from their supervisors when something goes wrong – or worse, hear nothing at all. This lack of balanced feedback contributes to disengagement and minimal effort.

It’s time for anyone in a supervisory role to step up. Your people want to know they’re valued and expected to achieve great things. Let them know you see their effort. Let them know they belong on the team. And make it clear that your high expectations are a reflection of their potential – because you believe in them.