There’s a dangerous disconnect happening in workplaces everywhere.
Consulting with teams within companies large and small, I’ve been consistently hearing two contradictory narratives:
Leaders say: “No one seems to be working hard anymore.” Team members say: “I’m working harder than ever and getting zero recognition for it.”
This perception gap isn’t just frustrating, it’s actively eroding trust, motivation, and retention during a time when organizations can least afford it.
In this week’s episode of The New Manager Playbook podcast, I discuss this communication breakdown and share a simple and proactive solution for bridging it.
🎧 Listen on YouTube // Apple // Spotify 🎧
Why This Is Happening Now
Let’s face it, we’re experiencing a perfect storm of uncertainty. AI advancements are raising existential questions about job security. Economic indicators send mixed signals daily. Remote and hybrid work continues to evolve without established best practices.
This background of constant change affects everyone differently:
For leaders: The pressure to deliver results while navigating uncertain futures creates unprecedented stress. Business owners feel the weight of everyone’s salary on their shoulders. Corporate leaders face constant reorganizations, shifting priorities, and the impossible task of answering questions they don’t have answers to.
For team members: The lack of clarity about their future value creates anxiety that manifests as either overwork (to prove indispensability) or disengagement (as a protective mechanism).
Both sides are experiencing the same core problem: uncertainty. Just going about the work and not addressing addressing it, they’re interpreting each other’s behavior through increasingly negative lenses.
The Self-Fulfilling Prophecy
This perception gap creates what I call the “confirmation bias spiral.”
When a leader is stressed and begins to question a team member’s commitment, they unconsciously look for evidence supporting this view. They notice the five-minute tardiness but miss the late-night email. They focus on the missed deadline but overlook the additional scope added midweek.
Team members sense this negative perception (oh yeah, they absolutely can tell), which creates defensiveness and resentment. This, in turn, manifests as behaviors that further “confirm” the leader’s original suspicion.
Before you know it, a high-performing team member is labeled as “checking out” or “not caring anymore”, creating the exact outcome everyone wanted to avoid.
Breaking the Spiral: The Four-Step Framework
1. Check Your Clarity
The foundation of all workplace misunderstandings is unclear expectations. Before writing someone off as not performing, ask yourself:
- Have I explicitly defined what “done” looks like?
- When priorities shifted, did we discuss what would come off their plate?
- Have I articulated the “why” behind projects so they can make informed trade-offs?
Most performance issues trace back to unclear expectations, not lack of effort or ability.
2. Proactively Re-Enlist Your Team
In times of uncertainty, teams need regular reconnection to purpose and progress. This isn’t about making promises you can’t keep, it’s about acknowledging reality while creating meaningful anchors:
“While I can’t promise there won’t be more changes, here’s what I can commit to while you’re on this team: I’ll help you develop these specific skills, give you visibility with these stakeholders, and continue advocating for your growth.”
This re-enlistment process should happen regularly, not just during annual reviews or crises.
3. Manage Your Own Reactivity
Your team reads your emotional state with surprising accuracy. As I explain in the episode:
“It’s like our kids, they can tell when our vibe is off. When you’re saying ‘everything’s fine’ but you’re dead behind the eyes, they see that. Your team members are the same way.”
This doesn’t mean pretending everything is perfect. It means being intentional about how you process and express uncertainty. Find appropriate outlets for your frustration (peers, mentors, coaches) rather than letting it leak toward your team.
Be particularly careful about discussing team members negatively with their peers, this creates toxic cultures faster than almost anything else.
4. Counter Confirmation Bias
We all seek evidence that confirms our existing beliefs. When you feel frustrated with a team member, you’re likely noticing all the evidence supporting your frustration while filtering out contradictory information.
Combat this by deliberately looking for evidence of effort, progress, and commitment. Before concluding someone “doesn’t care,” ensure you’ve:
- Set clear expectations
- Given timely, specific feedback when those expectations weren’t met
- Looked for systemic issues beyond the individual (skill gaps, resource constraints)
The High Performer Paradox
Here’s the most crucial takeaway from the episode: During uncertainty, your high performers are the most likely to leave, while your struggling performers cling tightest to their roles.
High performers know their value and have options. They’re also the most sensitive to organizational chaos, leadership inconsistency, and lack of recognition.
This creates a terrible irony: leaders who fail to create stability often end up with teams comprised primarily of their weakest performers.
🎧 Listen on YouTube // Apple // Spotify 🎧
The Leadership Opportunity
If you’re sensing this perception gap with your team, try this approach:
- Schedule individual conversations with each team member
- Ask what they’re most proud of accomplishing recently
- Share specifically what you’ve noticed them doing well
- Discuss how current projects connect to their longer-term goals
- Be transparent about challenges while emphasizing what remains within your collective control
This won’t eliminate uncertainty, but it will ensure you and your team are experiencing that uncertainty together rather than worlds apart.
And as always, if you’re feeling stuck with your team and want a little support reach out. Whether it’s 1:1 coaching for yourself or your team, a workshop to get folks aligned around change, or my manager development program launching this summer, we’ll get you the solution you need. Email me at hello@liagarvin.comto sign up.
