Let’s Stop the “Grey Area”

Let me ask you something that’s been on my mind lately: Do your direct reports really know where they stand?

Not just a vague “You’re doing fine” or “Keep it up”—but do they truly know what’s expected of them and how they’re doing in meeting those expectations?

Or is there a lot of grey area?

Have you ever had that moment when a teammate moves on, or you feel like you need to help them move on, and you’re left wondering:

• Did I do everything I could?
• Did I communicate clearly enough?
• Did their manager hold them accountable?
• Did they understand what the role required?
• Did I give them the right training?
• Did I make my expectations clear?

I know that gut-punch feeling. That tight knot in your stomach when it’s time to let someone go and you’re not entirely sure if it’s “just a feeling” or if you’ve done everything you could.

Let’s stop this cycle.

Because guess what? It doesn’t have to be this way. There is a better way.

Here’s how:


1. Start with the Job Description
The job description should be clear, accurate, and loaded with specific bullet points outlining exactly what the role entails. If someone applies for the role, it becomes their responsibility to *know how to do—or learn how to do—*everything on that list.

2. Clarify the Accountability Chart
Make sure every person knows who they report to and what they are directly responsible for. The accountability chart should line up exactly with their job description. No surprises. No blurred lines.

3. Train Thoroughly & Document Processes
Train your people on every single bullet point of their role. And if you don’t already have documentation in place? Have the new hire help create it as they train.
This ensures that every task, every process, every responsibility is laid out clearly for them—and for the next person who may need to step into that role.

4. Quarterly Conversations Are Key
Sit down at least every quarter to talk through:

• Do they get the role?
• Do they want the role?
• Do they have the capacity to do the role?

Use this time to go through every bullet point from their job description. It’s a check-in, not a surprise.

5. Align on Core Values
Make sure your company’s core values are not just wall art—they should be part of the hiring conversation, the onboarding process, and every single quarterly check-in.

Use a simple +/– scale for each value. Where are they living it out? Where do they need support?

This structure is straight out of EOS (Entrepreneurial Operating System), and it works because it removes emotion and confusion from management conversations.

When you build clarity into your organization like this:

• Employees always know where they stand.
• You know where they stand.
• If it’s time to let someone go, it’s obvious—and expected.
• You don’t become the villain—you become their biggest cheerleader.

There are already a hundred things to worry about when you’re a business owner or a manager. That feeling in your gut—wondering whether you guided someone properly—should not be one of them.

Follow this plan. Trust this structure. And thank me later.

If you want help building out your job descriptions, processes, or quarterly conversations—let’s chat. I’d love to help you create a team that runs with clarity, confidence, and zero knots in your stomach.

With heart,