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Free interactive mini-lesson · 01

Why Your Team Doesn't Always Do What You Ask

One small change that can improve how you give instructions.

10–15 minutes  ·  6 short sections  ·  Learn. Apply. Reflect. Grow.
Step 1 of 7
How to take part: Watch the scene and tap what you would say to see your colleague's response. For the workplace rehearsal and reflection later in the lesson, you can choose to type or record your response. Each activity will guide you.
Start with a decision

The client report is late. What would you say?

On Monday, you asked a colleague to prepare a client report “as soon as possible.” It is now Wednesday. You expected the draft yesterday; the client needs it tomorrow.

Press Play to watch. Subtitles are included, or you can read the scene below.

Read the opening scene

Your colleague: “I thought you needed the report on Friday. I've started, but it isn't finished.”

What would you say next?
01 · Recognise

The leadership challenge

The report was delayed because “as soon as possible” meant Tuesday to you and Friday to your colleague. Before judging performance, examine how expectations were agreed.

What caused the misunderstanding?

Leadership insight: What seems obvious to you may not be obvious to someone else.
02 · Understand

Spot what is missing

“Please deal with that customer complaint.”

Tap every detail you would need to agree before starting.

Why this matters

You may know the urgency and expected result, but your colleague may have different information. Words such as “quickly”, “ready” and “deal with it” leave room for assumptions.

Clarity isn't measured by how clearly you believe you spoke. It's measured by whether both people understand what needs to happen.

Employees also have a responsibility to ask questions. Effective leadership creates space for that clarification.

03 · Learn and practise

The Clarity Check

Before completing a task assignment, clarify three things.

1 WHAT needs to be done?

Describe the expected deliverable.

Example: Prepare a two-page report summarising the client's concerns and our proposed solutions.
2 WHEN must it be completed?

Agree on a specific deadline.

Example: Send me the draft by Tuesday at 2:00 PM.
3 WHAT does success look like?

Explain what a good outcome includes.

Example: The report should be accurate, concise and ready for the client after my review.
Then ask: “Before you start, let's make sure we're aligned. How are you planning to approach this?”

Practise the Clarity Check

A manager says: “Please organise the meeting with the sales team next week.” Which instruction provides the clearest expectations?

Rehearse the conversation

You need a two-page client report by Tuesday at 2 PM, covering the client's concerns and proposed solutions. Practise assigning it in your own words. Finish by inviting your colleague to explain their approach.

Listen back or reread: did you include the task, deadline, successful outcome and a check for understanding? This is private practice, without transcription or scoring.

04 · Discover your obstacle

What's getting in your way?

You may already know that instructions should be clear. So why don't you always give them that way? Sometimes the barrier is an established habit rather than lack of knowledge.

Which habit affects you most?

These are possibilities for reflection, not a personality assessment. Some misunderstandings also stem from workload, missing resources or unclear organisational processes.

05 · Apply

Your 48-hour leadership challenge

Choose one real task you'll assign within the next 48 hours. Apply the Clarity Check and invite the employee to clarify their understanding.

Your progress and answers are not saved or sent to ETAL. Copy or download your action plan, or use Print / Save PDF, before leaving. Refreshing, closing the page or restarting the lesson clears your work. Do not enter confidential client or employee information.

06 · Reflect and grow

One small change. A better leadership habit.

After trying your 48-hour challenge, reflect on these questions:

  • Did I explain the task, deadline and expected outcome?
  • Did the employee understand what was required?
  • Did I notice myself falling into my usual habit?
  • What will I do differently next time?

You can reflect now on what you will change, or reopen the lesson after your challenge to reflect on what happened. Reopening starts a fresh session.

Copy or download your work before leaving. Restart lesson clears all answers, choices, recordings and progress.

A frustrated manager might ask: “Why can't my employees follow instructions?”

A developing leader asks: “How can I communicate expectations more clearly and make it easier for people to deliver?”

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