The Danger of Assumptions: Why 'They Should Know' Is Killing Your Leadership

In leadership, there’s an insidious trap that many fall into, assuming people know what you mean, what you expect, or how you feel. Let me be blunt—they don’t know. And the more senior your role, the greater the assumption gap becomes.

The Assumption Gap Is a Leadership Killer

Here’s the uncomfortable truth: the higher you rise, the less people will tell you. They’ll nod, smile, and move on—often without a clear understanding of your vision or expectations. Worse, they may not feel safe enough to admit it. This silence creates a dangerous gap between what you think you’ve communicated and what’s understood.

Consider this: How often do you tell yourself they should know better, or have I already told them this? The reality is that people won’t magically absorb your intentions or read between the lines of vague directives. If you assume they know, you’re setting yourself—and them—up for failure.

Normalizing Clarity Over Assumption

In a fast-paced, high-stakes environment, leaders must normalize over-communicating. The real strength lies in asking:

• Do they really understand what’s expected?
• Have I articulated my vision clearly enough?
• Have I checked in to confirm alignment?

Being explicit isn’t micromanaging—it’s responsible leadership. The more precise you are, the fewer missteps, rework, and frustrations you’ll face.

The Cost of Staying Silent

When you fail to communicate effectively, you leave your team to interpret. And interpretation is a breeding ground for errors, resentment, and wasted effort. I’ve seen executive teams grind to a halt because they were too polite or arrogant to admit they didn’t fully understand their leader’s direction. Entire projects derailed because leaders assumed their teams knew exactly what to do when, in reality, they were scrambling in the dark.

Why 'They Don’t Know' Needs to Be Your Default Setting

By normalizing the belief that people don’t know, you shift the focus from assumption to action. This doesn’t mean you assume incompetence—it means you take ownership of your role as a communicator. You create an environment where people feel safe to ask questions, seek clarity, and align with your vision.

Here’s what this looks like in practice:

Spell It Out. Even if it feels repetitive or obvious, articulate your expectations clearly and repeatedly.

Invite Feedback. Regularly check in to ensure your message has landed the way you intended.

Create Safety. Make it clear that seeking clarification is not a sign of weakness but commitment.

Model the Behavior. Share when you need clarity. Normalize asking questions at all levels.

The Unvarnished Truth

If you’re assuming they know, you’re abdicating a core leadership responsibility. Communication isn’t a one-time event; it’s a constant, deliberate practice. Every leader believes they’ve communicated clearly until they witness the fallout of unclear directives. Don’t let your leadership be defined by silent confusion.

Assume they don’t know. Then make sure they do.